The Implementation of Business Process Reengineering

Grover, Varun; Jeong, Seung Ryul; Kettinger, William J.; Teng, James T. C.

doi:10.1080/07421222.1995.11518072

Cited by 434 publications

(335 citation statements)

References 39 publications

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“…Wade, 1993;Davenport, 1994;Bashein, Markus e Riley, 1994;Grover et al, 1994;Boyle, 1995). Contadores e auditores também incluem os gerentes de topo entre as forças que promovem o controle interno nas organizações (Horngren e Foster, 1987).…”

Section: Implicações Dos Conflitos Entre Os Princípios Para O Sucessounclassified

“…Especialistas em Tecnologia da Informação e consultores de informática têm julgado importante a contribuição e o suporte de consultores externos para o sucesso dos esforços de reengenharia, embora não na mesma intensidade que o suporte dos gerentes de topo (Allen e Nafius, 1993;Harrison e Pratt, 1993;Grover et al, 1994). Contadores e auditores, por sua vez, se posicionam da mesma maneira em relação à contribuição dos auditores externos na promoção do controle interno nas organizações (Horngren e Foster, 1987).…”

Section: Implicações Dos Conflitos Entre Os Princípios Para O Sucessounclassified

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Consultas médicas: oferta, demanda, mudança cultural e o fim das filas

Mori¹

1999

Rev. adm. empres.

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RESUMOEste trabalho: (a) compara os princípios da reengenharia de processos (RP) com os do controle interno (CI), demonstrando que, em alguns pontos, eles são potencialmente conflitantes; (b) evidencia que os conflitos entre esses princípios podem ser explicados pelas diferenças entre as concepções que essas duas propostas de trabalho têm das pessoas, das organizações e da tecnologia e (c) explora algumas implicações de tais conflitos para os administradores, que decidirão sobre o radicalismo das revisões dos processos, e para as firmas de auditoria e consultoria, que vendem serviços de RP e de auditoria externa, em alguns casos, para um mesmo cliente. A argumentação adotada pressupõe que as diferenças entre os objetivos da RP e do CI influenciam decisivamente a retórica dos defensores de cada uma dessas abordagens, as hipóteses que eles assumem a respeito das pessoas, das organizações e da tecnologia e, por conseguinte, os princípios que norteiam suas escolhas no desenvolvimento de projetos de trabalho. ABSTRACT This study (a) compares the process reengineering (PR) principles with the internal control (IC) principles demonstrating that some of them are potentially conflicting; (b) shows that the conflicts between the RP principles and the IC principles can be explained by the distinct assumptions this two approaches have about human behavior, organizations and technology; and (c) explores the implications of these conflicts for the managers, who will decide about the radicalism of the process revisions, and for the auditing and consulting firms

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Section: Implicações Dos Conflitos Entre Os Princípios Para O Sucessounclassified

Consultas médicas: oferta, demanda, mudança cultural e o fim das filas

Mori¹

1999

Rev. adm. empres.

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“…Introducing an approach without the appropriate resources and competences greatly reduces the possibility of successful implementation (Grover et al 1995).…”

Section: Insufficient Leader Competence In Introducing the Methods Of mentioning

confidence: 99%

Influence factors in change methods choice and their impact on change deficiencies: A case study of construction industry in transition economy

Biloslavo¹,

Friedl²

2009

JEEMS

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“…During the third stage, the change is incorporated within the firm. Prior research has demonstrated that successful change projects align more closely with Lewin's three stages than do unsuccessful projects (Grover et al, 1995). From an episodic change perspective, an organisation remains unchanged for a certain period.…”

Section: Understanding Information Systems Change: Change Models Chamentioning

confidence: 99%

Development of an IS change reason–IS change type combinations matrix

Krell

Matook

Rohde

2011

European Journal of Information Systems

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Firms change their information systems (IS) for various reasons, ranging from compliance with government regulations to the development of new capabilities. When making these changes a firm can choose between four different IS change types: IS introduction, IS extension, IS replacement, and IS merger. This paper proposes that change reasons and change types are interrelated, and that certain reason-type combinations are more likely than others to result in a successful IS change. To identify these combinations, an IS change reason-IS change type matrix is developed. While the matrix is created from prior IS research, we conducted a focus group study of IS professionals to further explore and refine the matrix. Findings from the focus group study reveal that some IS change reason-IS change type combinations are more appropriate than others to carry out the IS change project successfully. We also present three examples of IS change projects to illustrate the use and value of the matrix in practice.

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The Implementation of Business Process Reengineering

Cited by 434 publications

References 39 publications

Consultas médicas: oferta, demanda, mudança cultural e o fim das filas

Consultas médicas: oferta, demanda, mudança cultural e o fim das filas

Influence factors in change methods choice and their impact on change deficiencies: A case study of construction industry in transition economy

Development of an IS change reason–IS change type combinations matrix

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