2009
DOI: 10.1080/09511920902866112
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Business process interoperability and collaborative performance measurement

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Cited by 33 publications
(26 citation statements)
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“…This allows managers to coordinate, allocate re-sources and motivate personnel toward the broad goal of knowing stakeholders' wants and needs, and how these needs and wants can be effectively and efficiently met (Neely, Adams, & Crowe, 2001;Zmud et al, 1986). The body of literature, some of which are listed below, available on enterprise resource planning (Evgeniou, 2002;Gattiker and Groodhue, 2004;Hitt, Wu, & Shou, 2002), extended enterprise resource planning (Alfaro, Rodriguez-Rodriguez, Verdecho, & Ortiz, 2009), supply chain management (Carter & Roger, 2008;Cho, Ozment, & Sink, 2008;Premkumar, 2000), quality management (Rust, Moorman, & Dickson, 2002;Shredinck, Shutt, & Weiss, 1992;Sousa & Voss, 2002), performance management (Barclay, 1993;Burke & Litwin, 1992;Garengo, Nudurupati, & Bititci, 2007;Palaniswamy & Frank, 2000), work (Checkland, 1981;Oakland & Oakland, 2001;Way, 2002) and knowledge management (Alavi & Leidner, 2001;Turner & Makhija, 2006;Widden-Wulff & Ginman, 2004) has done justice on the conceptualization, theory development and empirical evaluation of conceptual changes in the ways corporate ideologies were conceptualized to shift the ways contemporary organizations meet their competitive. Goll and Zeitz's (1991) position that corporate ideology is "consisting of the beliefs and values about the world that provide the frame of reference for organizational action" (p. 192) and therefore "affects…behaviour at all levels of the organization" (p. 193) can be used to set the tone for the impact of corporate ideology on organizational culture and management strategies.…”
Section: Grounded Theory Literature Review Resultsmentioning
confidence: 99%
“…This allows managers to coordinate, allocate re-sources and motivate personnel toward the broad goal of knowing stakeholders' wants and needs, and how these needs and wants can be effectively and efficiently met (Neely, Adams, & Crowe, 2001;Zmud et al, 1986). The body of literature, some of which are listed below, available on enterprise resource planning (Evgeniou, 2002;Gattiker and Groodhue, 2004;Hitt, Wu, & Shou, 2002), extended enterprise resource planning (Alfaro, Rodriguez-Rodriguez, Verdecho, & Ortiz, 2009), supply chain management (Carter & Roger, 2008;Cho, Ozment, & Sink, 2008;Premkumar, 2000), quality management (Rust, Moorman, & Dickson, 2002;Shredinck, Shutt, & Weiss, 1992;Sousa & Voss, 2002), performance management (Barclay, 1993;Burke & Litwin, 1992;Garengo, Nudurupati, & Bititci, 2007;Palaniswamy & Frank, 2000), work (Checkland, 1981;Oakland & Oakland, 2001;Way, 2002) and knowledge management (Alavi & Leidner, 2001;Turner & Makhija, 2006;Widden-Wulff & Ginman, 2004) has done justice on the conceptualization, theory development and empirical evaluation of conceptual changes in the ways corporate ideologies were conceptualized to shift the ways contemporary organizations meet their competitive. Goll and Zeitz's (1991) position that corporate ideology is "consisting of the beliefs and values about the world that provide the frame of reference for organizational action" (p. 192) and therefore "affects…behaviour at all levels of the organization" (p. 193) can be used to set the tone for the impact of corporate ideology on organizational culture and management strategies.…”
Section: Grounded Theory Literature Review Resultsmentioning
confidence: 99%
“…Thus, business process interoperability and collaborative performance measurement might be possible solutions to evaluate departmental and workers' performance (Alfaro et al 2009). Thus, business process interoperability and collaborative performance measurement might be possible solutions to evaluate departmental and workers' performance (Alfaro et al 2009).…”
Section: Suggestionsmentioning
confidence: 99%
“…In order to remain competitive, a company must be able to describe and remain reactive to an endogenic or exogenic event. It gives scorecards and key performance indicators (Alfaro et al 2009). BPM represents the business process engineering of the organisation using information technology (Smith et al 2002, Malone et al 2003.…”
Section: Introductionmentioning
confidence: 99%