Business process transformation

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

Editors and Contributors
Series Editor
Index

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.