Business Process Transformation, Grover & Markus (Eds.)

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This book provides a rich set of conceptual, empirical, and introspective studies that characterize fundamental knowledge in the area of Business Process Transformation. It covers the core challenges organizations face in their journey to higher degrees of process orientation. Processes are interpreted broadly to include operational and managerial processes within and between organizations, as well as those involved in knowledge generation. The editors and contributing authors pay close attention to the role of IS organizations and information technologies in facilitating business process transformation. Each chapter places major emphasis on clearly articulating the “knowledge” generated, both theoretical and applied. The book incorporates case studies and tables throughout, and provides fundamental grounding for the postgraduate students of management and professionals. Table Of Contents Series Editor’s Introduction Foreword 1. Consolidating Knowledge on the Journey of Business Process Transformation Part I. Tracing Business Processes and Transformation 2. Whatever Happened to Business Process Reengineering? The Rise, Fall, and Possible Revival of Business Process Reengineering from the Organizing Vision Perspective 3. Business Processes: Four Perspectives Part II. Fundamental Approaches to the Analysis and Redesign of Business Processes 4. The Bug Fixing Process in Proprietary and Free/Libre Open Source Software: A Coordination Theory Analysis 5. Transforming Business Process Transformation with Diagnostic Knowledge-Based Tools Part III. The Role of Information Technology in Organizational Change 6. Breaking the Functional Mind-Set: The Role of Information Technology 7. ERP-Enabled Business Process Reengineering: Implications from Texas Instruments Part IV. Transformation Across a Spectrum of Business Processes 8. Redesigning IT-Enabled Customer Support Processes for Dynamic Environments 9. Transforming the New Product Development Process: Leveraging and Managing Knowledge 10. Business Network Redesign Methodologies in Action Part V. Success and Failure in Business Process Transformation 11. Successful Business Process Transformation at J.D. Edwards 12. A Case Study of Business Process Reengineering Failure Part VI. Trends and Challenges in Transforming Business Processes 13. Transforming Human Resource Processes Through Outsourcing: Enterprise Partnership at BAE Systems 14. Problems in the Transfer of Reengineering Efforts: An Illustrative Case 15. Process Management, Technological Innovation, and Organizational Adaptation