Capitalizing on thematic initiatives: a framework for process-based change in SMEs

Abstract

This paper challenges the critical articles that have classified thematic initiatives as 'fads' or 'fashions' of their period with little real value. Using business process reengineering (BPR) as an example, the paper suggests that it is important to 'unpack' thematic initiatives into their key management principles. The key management principles that form the conceptual basis of BPR are described. Primary data from empirical studies are accumulated to identify the existence of these principles in the change management practices of small and medium sized enterprises (SMEs). The results indicate that the SME companies studied used uncoordinated change management practices which move from one implementation issue to the next without appropriate strategic planning and monitoring practices. A methodology that specifically embodies the conceptual basis of BPR was developed and tested. The results from this phase of the research indicated that the initial bias of SME managers towards some and away from other specific implementation issues was levelled out by the application of the methodology. The paper will argue that methodology development, based on the key management principles, encourages companies to consider systemically the full range of issues. The paper concludes that it is not appropriate for companies to oscillate around an adoption-abandonment cycle with respect to thematic initiatives. Companies need to 'unpack' these initiatives and develop their practices based on the key management principles which popularized the 'theme' in the first place.

Consultant–Client Relationship and Knowledge Transfer in Small- and Medium-Sized Enterprises Change Processes

“…The relationships of knowledge transfer to change were assessed, and the main factors that contributed to knowledge transfer in SMEs were identified. The changes that occurred in these companies derived primarily from the adoption of generic measures (Smart, Maull, Childe, & Radnor, 2004). Changing via generative learning may be an enormous leap for many of the SMEs, as they face not only financial but also human capital constraints that do limit how much they can change (Susman et al., 2006).…”

Understanding Business Process Management: Implications for Theory and Practice

“…We believe that these concepts form the key principles for managing by 'process'. As Smart et al (2004) highlighted: 'Articles that revoke thematic initiatives, that label them as failures, or that provide superficial explanations of the reasons for failure can be found in abundance. .…”

“…Process management has become widespread within the business community, impacting, to varying degrees, upon both organizational practice and organizational language (Armistead, Pritchard and Machin, 1999). The concept of 'process' has repeatedly emerged in many of the prominent thematic initiatives (Smart et al, 2004) in the post-reengineering era. Customer relationship management, enterprise resource planning, Six Sigma, and more recently business process management (BPM), for example, all utilize the concept of 'process'.…”

The Effect of Organization Size and Sector on Adopting Business Process Management

“…Hence, counter-evidence was found for the classic assumption that SMEs do not actively follow BPM, do not need BPM or are even unable to adopt BPM given their limited resources. Our study also shows that SMEs progressed compared to older studies (Smart et al 2004). Instead, other factors are likely to be more informative than the organization size, such as the standardization levels of products and services, organization culture or market competitiveness.…”