Methodology-Driven Use of Automated Support in Business Process Re-Engineering

Dennis, Alan R.; Daniels, Robert M.; Hayes, G.; Nunamaker, Jay F.

doi:10.1080/07421222.1993.11518013

Cited by 39 publications

(15 citation statements)

References 8 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The remaining three proposed minor problem oriented solutions which affected business processes but clearly were not based on business process analysis, i.e. they were based on problem analysis rather than on business process analysis^, which is consistent with the results of previous research (Dennis et al, 1993). This happened despite the eight hours training session in which the concept of business process was discussed along with a structured approach to perform analysis and design.…”

Section: Introduction Of An Asynchronous Groupware Systemsupporting

confidence: 79%

Groupware and Business Process Improvement: technology enabled organisational learning

Kock¹,

McQueen²

1996

AJIS

View full text Add to dashboard Cite

Much of the evaluative research on groupware in organisations so far has been preoccupied with the role of groupware as a new interaction media to replace or extend face-to-face communication in groups. It has focused on gains and losses from a group interaction point of view, typically disregarding the impact of other functions such as allowing public access to relevant historical and business process information concerning the organisation. This paper tries to bridge this gap with a focus on the support provided by groupware to business process improvement groups. This paper is based on a qualitative analysis of the effects of the introduction of an asynchronous groupware system into a service company based in Brazil. That analysis suggests that improvements on business redesign efficiency and effectiveness can be attained not only from asynchronous groupware support to group communication, but also from: l)Its support for public sharing of historical information about former business process improvement; and 2)lts support for providing a repository of information about business processes that could be targets for improvement. The paper is finalised with the proposal of an explanatory model, describing the relationship between the introduction of technology, its integration with a business process improvement meta-process, and its effects on the efficiency and effectiveness of that meta-process.

show abstract

Section: Introduction Of An Asynchronous Groupware Systemsupporting

confidence: 79%

Groupware and Business Process Improvement: technology enabled organisational learning

Kock¹,

McQueen²

1996

AJIS

View full text Add to dashboard Cite

show abstract

“…The second group examines interorganizational BPR (e.g., [18,19,50,64]). The third group introduces Downloaded by [University of Nebraska, Lincoln] at 14:30 11 April 2015 BPR methodologies, tools, and techniques (e.g., [22,28,29,43,46,56]). Finally, the fourth group examines the impact of BPR using mathematical modeling (e.g., [2,11,58,66]).…”

Section: Please Scroll Down For Articlementioning

confidence: 99%

Business Process Reengineering in the Public Sector: The Case of the Housing Development Board in Singapore

Thong¹,

Yap²,

Seah³

2000

Journal of Management Information Systems

View full text Add to dashboard Cite

“…Teams utilizing electronic tools in a proximal environment have achieved certain efficiencies over non-technology supported groups (Dennis, 1994). For instance, collaboration technologies used in a face-to-face setting have been shown to reduce process time (Dennis, Daniels Jr., Hayes, & Nunamaker Jr., 1993), increase the output of ideas (Dean, Lee, Orwig, & Vogel, 1994), and save on labor costs (Post, 1992). Group collaboration has been shown to positively impact a broad range of subjective factors such as satisfaction, group cohesion, absenteeism, trust, and turnover (Cohen & Bailey, 1997).…”

Section: Introductionmentioning

confidence: 99%

Dynamic collaboration

et al. 2011

View full text Add to dashboard Cite

Groups and decision makers are increasingly running headlong into complexity as interconnections and interdependenciesbetween individuals and organizations continue to grow, decision time horizons shrink and more work is being performed by distributed teams. These factors are driving up overall problem space complexity and limiting the effectiveness of time-tested decision and collaboration processes. Increases in problem space complexity lead to higher equivocality in collaborative processes and associated products. Electronic collaboration support tools and associated process management schemes have proven successful in many challenging contexts. However, current collaboration process management schemes and tools may not be able to effectively handle more complex tasks. We posit that heightened problem space complexity must be addressed with commensurate process and technological support for collaborative efforts. To achieve truly agile collaborative solutions, we propose Dynamic Collaboration -a process management scheme that utilizes group consensus, and process evolution via iterative process alignment and product refinement phases to meet the challenges posed by complexity and equivocality.

show abstract

Methodology-Driven Use of Automated Support in Business Process Re-Engineering

Cited by 39 publications

References 8 publications

Groupware and Business Process Improvement: technology enabled organisational learning

Groupware and Business Process Improvement: technology enabled organisational learning

Business Process Reengineering in the Public Sector: The Case of the Housing Development Board in Singapore

Dynamic collaboration

Contact Info

Product

Resources

About