Business process reengineering at Blue Shield of California: the integration of multiple change initiatives

Stebbins, Michael; Shani, Abraham B.; Moon, W; Bowles, Debra

doi:10.1108/09534819810216256

Cited by 21 publications

(34 citation statements)

References 7 publications

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“…Similarly, Reed (1992) argues that organisational culture is shaped by organisational politics, and will direct long-term structural development. Another example is that drastic process-focused changes affect virtually all aspects of the organisation, with multiple change initiatives being evolved in tandem (Stebbins et al, 1998). From these, the inference to be drawn is that any attempt to carry out change without addressing the interactions of organisational change and organisational subsystems is likely to contribute to the incidence of failure.…”

Section: The Systemic View Of Change Managementmentioning

confidence: 99%

“…The essential argument is that, within many organisations, change is characterised by diversity and interactions. For example, the implementation of business process reengineering (BPR) often leads to fundamental change within an organisation's structure, culture and management process (Fowler, 1998;Stebbins et al, 1998;Al-Mashari and Zairi, 1999). BPR is not just an isolated type of process change; it goes in tandem with other types of organisational change.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

A Systemic View of Change Management and Its Conceptual Underpinnings

Cao

McHugh

2005

Syst Pract Act Res

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This paper presents a critical analysis of a systemic view of change management and its conceptual underpinnings. It reflects upon the systemic view from perspectives of modernism and postmodernism. The understandings so developed are then synthesised in terms of structuration theory. It is argued that organisational change is characterised by diversity and interactions, which necessitates a systemic approach using multiple methods in one intervention. By making transparent the conceptual underpinnings, it is shown that this systemic view can help build an improved understanding of organisational change characterised by diversity and interactions, and it can support the use of multiple methods to manage organisational change in one intervention.

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Section: The Systemic View Of Change Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A Systemic View of Change Management and Its Conceptual Underpinnings

Cao

McHugh

2005

Syst Pract Act Res

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“…In addition, there are a number of empirical studies that support the view of organizational factors being mutually dependent. Stebbins et al (1998), for instance, indicate that drastic process-focused redesigns in a firm practically lead to multiple changes in other organizational dimensions in tandem. Stebbins et al conclude that process redesigns are more likely to be successful when they are integrated with other organizational redesigns such as cultural and structural transformation.…”

Section: A Systems View Of Organizationsmentioning

confidence: 99%

A four‐dimensional view of IT business value

Cao

2010

Syst. Res.

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Research on IT business value has recognized that organizational factors play critical roles in affecting how IT impacts on firm performance. However, there is neither a coherent way of specifying organizational factors nor a consensus on the relationship between IT and organizational factors within the research domain. This paper reviews IT business value literature and classifies organizational factors identified in the literature into four categories, based on a four-dimensional view of organizations. A main finding is that pairwise relationships between IT and one single organizational factor have often been the basis for understanding IT business value, while the notion of how IT business value is affected by the interaction between IT and key organizational factors simultaneously is yet to be fully understood and empirically examined. As a result, this paper proposes a holistic approach to understanding IT business value and presents a discussion about future IT business research.

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“…These dimensions of change have been accepted and followed by many authors, who have considered them as all interconnected and infl uencing each other. As a result, organizational change has been conceptualised as a dynamic process: change in one of its dimensions will probably result in an alteration of the others (Stebbins et al 1998;Cao et al 2000;Cao and McHugh 2005).…”

Section: Changementioning

confidence: 99%

Pushing the Boundaries on Mentoring: Can Mentoring Be a Knowledge Tool?

Henriques

Curado

2009

Journal of Business Economics and Management

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Abstract. Easy access to organizational knowledge is fundamental in dynamic environments that demand continuous fi rm adaptation. In that scenario we believe that mentors have a key role as access facilitators to knowledge in the change periods. We have developed this study aiming to explore the role and importance of mentors as knowledge access facilitators. We have approached that role in two different ways. We set apart the knowledge base in two categories: Information centers and organizational memory, accepting that mentors act differently accordingly. Based on the literature reviewed we were able to stage a three-dimensional theoretical setting (mentoring, knowledge, and change) and produce three research questions. We have addressed these research questions using an exploratory qualitative approach to fi ve different fi rms from three industries apart. This study contributes to the literature at least in two ways. Firstly, it connects the mentor fi gure to the knowledge base's access, exposing the importance of the mentor as a knowledge access facilitator during change periods. Secondly, by categorizing the knowledge base in two different ways, we are able to explicitly differentiate mentor roles accordingly.

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Business process reengineering at Blue Shield of California: the integration of multiple change initiatives

Cited by 21 publications

References 7 publications

A Systemic View of Change Management and Its Conceptual Underpinnings

A Systemic View of Change Management and Its Conceptual Underpinnings

A four‐dimensional view of IT business value

Pushing the Boundaries on Mentoring: Can Mentoring Be a Knowledge Tool?

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