Empowerment: key to IS world-class quality
MIS Quarterly
Strategies for business process reengineering: evidence from field studies
Journal of Management Information Systems - Special section: Toward a theory of business process change management
The myth of enterprise database redesign
Managing data mining technologies in organizations
Examining possible antecedents of IT impact on the supply chain and its effect on firm performance
Information and Management
Changing the face of war through telemedicine and mobile e-commerce
Advanced topics in database research vol. 1
The relation between BPR and ERP systems: a failed project
Annals of cases on information technology
Current practices in e-government-induced business process change (BPC)
dg.o '04 Proceedings of the 2004 annual national conference on Digital government research
Business process change and organizational performance: exploring an antecedent model
Journal of Management Information Systems - Special section: The impacts of business process change on organizational performance
ERP systems adoption: An exploratory study of the organizational factors and impacts of ERP success
Information and Management
The Role of Knowledge Sharing in Raising the Task Innovativeness of Systems Analysts
International Journal of Knowledge Management
Contrasting IT Capability and Organizational Types: Implications for Firm Performance
Journal of Organizational and End User Computing
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Orchestrating programs of organizational transformation that result in sustained process improvement represents a difficult managerial challenge. Yet, ever-changing customer requirements, electronic partnerships, and increasingly complex intraorganizational arrangements are forcing many well-established firms to transform themselves from function-based forms of organization into process-based systems of managerial, task, and evaluative arrangements. Through a program of managed transformation, the Information Services (IS) function at Bose Corporation has realized dramatic improvements in the delivery of information products/services and is now "charting the course" for a sustained process management view that will define and measure business relationships well into the next century. In contrast to many well-publicized programs of change, the drive toward sustained process improvement and innovation by Bose IS resembles an evolutionary model of organizational learning and information sharing rather than a revolutionary model of immediate and drastic transformation. This study describes the defining stages, key events, and obstacles of the road traveled by Bose IS in transforming itself from a corporate utility into an enterprise-wide source of process innovation and improvement.