The rules for managing cross‐functional reengineering teams

Katzenbach, Jon R.; Smith, Douglas K.

doi:10.1108/eb054404

Cited by 83 publications

(114 citation statements)

References 0 publications

Supporting

Mentioning

109

Contrasting

Unclassified

Order By: Relevance

“…Sharing information and empathizing with employee concerns can help minimize resistance (Janson, 1993). Katzenbach and Smith (1993) propose that it is important for a BPR project team to have people from different interest groups. They identified that the size of a BPR project team, its members' level of skill, a shared goal, and mutual accountability among team members are important factors for successful project team management.…”

Section: Review Of Bpr Success Factorsmentioning

confidence: 99%

An Examination of the Role of Organizational Enablers in Business Process Reengineering and the Impact of Information Technology

Ahadi

2004

Information Resources Management Journal

View full text Add to dashboard Cite

The concept of BPR was first introduced by Hammer in 1990. Since initiation it has become a popular management toll for dealing with rapid technological and business change in today's competitive en-ABSTRACT This study examines organizational factors that affect the implementation of business process reengineering (BPR) when applying two specific Information Technologies (i.e., electronic data interchange and/or Internet technology). This research uses a survey methodology to gather information about how organizational enablers and IT affect BPR implementation. By determining the factors that affect BPR implementation, these factors can be managed in the best interest of customers, employees, and organizations. From the nine hypotheses tested in this study, six factors found to be positively associated with successful implementation of BPR. These factors are: top management supports, change management, centralization of decision making, formalization of procedure, organizational culture, and customer involvement. No significant relationship is found between employee resistance and integration of jobs with successful implementation of BPR. In this research we found that the lack of resources is negatively associated with successful implementation of BPR. We also found that, different information technologies such as those examined in this paper-EDI and Internet-provide different capabilities and can be useful in different ways and for different purposes. The findings of this research can help practitioners to better understand the role of critical success and failure factors in BPR, as well as the impact of different Information Technologies on BPR. By determining the factors that affect BPR implementation, these factors can be managed in the best interest of customers, employees, and organizations.

show abstract

Section: Review Of Bpr Success Factorsmentioning

confidence: 99%

An Examination of the Role of Organizational Enablers in Business Process Reengineering and the Impact of Information Technology

Ahadi

2004

Information Resources Management Journal

View full text Add to dashboard Cite

show abstract

“…Another way to enhance the fit between marketing and manufacturing is the use of crossfunctional teams. As Katzenbach and Smith (1993) pointed out, companies who used cross-functional teams also identified common goals, shared objectives, and communication as being important. Thus, the fit between the functional departments will be more coherent and concrete.…”

Section: Discussionmentioning

confidence: 99%

The Effect of Fit between Manufacturing Strategy, Strategic Orientation, and Marketing Strategy on Business Performance

Chen¹,

Wu²,

Tsai³

2018

International Journal of Management, Economics and Social Sciences

View full text Add to dashboard Cite

Marketing usually acts as the channel of communication between the marketing environment, and customer preference and usually deals with revenue maximization, whereas manufacturing usually is responsible for receiving the design for production and cost minimization (Brooksbank, 1991;Lilien and Weinstein, 1984).However, marketing and manufacturing are organizationally separated in most firms (Karmarkar and Lele, 2005;Jüttner, Christopher and Godsell, 2010). Therefore, the strategic alignment between marketing and manufacturing strategy is a crucial issue for academic study and empirical practice. A fact in most companies is that the great bulk of the assets used, the capital invested, the people employed, and management time, are on the operation side in a firm. It is apparent that the manufacturing is an indispensable constituent in the success of an organization as a whole. Ever since Skinner's famous work

show abstract

“…They have documented one or many of the critical success factors listed in this paragraph: Leith, 1994; Feltes and Karuppan, 1995; Alavi and Yoo, 1995; Gorver et al, Johansson et al 1993, Barrett, 1994Towers, 1994;Furey, 1993;Dawe, 1996;Hagel, 1993;Zairi and Sinclair, 1995;Dixon et al, 1994;Harrisson and Pratt, 1993;Carr, 1994;Klein, 1994;Moad, 1993;Guha et al, 1993;Katzenbach and Smith, 1993;Talwar, 1993;Hammer, 1990;Bashein et al, 1994;Carr, 1993;Jackson, 1997;Guha et al, 1993;Grover et al, 1993;Bruss and Roos, 1993;Hagel, 1993;Guha et al, 1993;Feltes and Karuppan, 1995;Hammer and champy, 1993;Stow, 1993;hall et al, 1993;Zairi and Karuppan, 1995;Gould, 1993;Davenport, 1993;Towers, 1994;Rastogi, 1994;Klein, 1994;Clemmer, 1994;Shabana, 1996;Boyle, 1995. From the readings, critical success factors were extracted and grouped under five different categories: They have documented one or many of the critical success factors listed in this paragraph: Leith, 1994; Feltes and Karuppan, 1995; Alavi and Yoo, 1995; Gorver et al, Johansson et al 1993, Barrett, 1994Towers, 1994;…”

Section: Critical Success Factors From Litterature Reviewsmentioning

confidence: 99%

Business Process Re-Engineering in the Upstream Sector of E&P Companies. A study of Staff Perceptions and Critical Success Factors

Daher

2003

Middle East Oil Show

View full text Add to dashboard Cite

TX 75083-3836, U.S.A., fax 01-972-952-9435. AbstractThis paper investigates the perceptions of staff with regard to critical success factors (CSFs) for successful Business Process Re-engineering (BPR) for the upstream sector of the Exploration and Production (E&P) companies. The conclusion and recommendations were drawn after a detailed review of literature discussing BPR implementations in various industries and using the results of a study performed on a specific implementation of a BPR project for Information Management in a mid-size E&P company.This paper shows that the factors deemed most important for successful BPR included items such as top management support, commitment and understanding of BPR, communication, empowerment and alleviation of downsizing fears. Some unique characteristics for the E&P sector have particular bearing on the application of BPR. They include the existence of many intricate overlapping processes with multiple stakeholders, changes in policy direction or in Oil prices, the existence of a professional workforce and the existence of defined internal organizational boundaries. Suggestions on how to maximize the chances of success in the BPR are discussed.

show abstract

The rules for managing cross‐functional reengineering teams

Abstract: The survival of many organizations depends on teams capable of engendering superior innovation in business processes. Successful teams always have two things in common. They are strongly committed to a shared purpose and specific performance goals.

Cited by 83 publications

References 0 publications

An Examination of the Role of Organizational Enablers in Business Process Reengineering and the Impact of Information Technology

An Examination of the Role of Organizational Enablers in Business Process Reengineering and the Impact of Information Technology

The Effect of Fit between Manufacturing Strategy, Strategic Orientation, and Marketing Strategy on Business Performance

Business Process Re-Engineering in the Upstream Sector of E&P Companies. A study of Staff Perceptions and Critical Success Factors

Contact Info

Product

Resources

About