The impact of information systems on organizations and markets
Communications of the ACM
Commonalities in reengineered business processes: models and issues
Management Science
Strategies for business process reengineering: evidence from field studies
Journal of Management Information Systems - Special section: Toward a theory of business process change management
Business process redesign: tactics for managing radical change
Journal of Management Information Systems - Special section: Toward a theory of business process change management
Gatekeepers and Referrals in Services
Management Science
Best practices in business process redesign: validation of a redesign framework
Computers in Industry
Journal of Management Information Systems - Special issue: Impacts of information technology investment on organizational performance
Journal of Management Information Systems
Division of Labor in Medical Office Practices
Manufacturing & Service Operations Management
Best practices in business process redesign: validation of a redesign framework
Computers in Industry
Consumer Empowerment Through Internet-Based Co-creation
Journal of Management Information Systems
Productivity and Performance Effects of Business Process Reengineering: A Firm-Level Analysis
Journal of Management Information Systems
On the impact of analyzing customer information and prioritizing in a service system
Decision Support Systems
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We analyze the competitive and economic implications of information technology, the allocation of decision rights, and task bundling during business process reengineering. The popular reengineering literature advocates employee empowerment--decentralizing decision authority and consolidating tasks--as complementary strategies. Our analysis reveals, however, that implementing these two changes simultaneously is suboptimal in many cases. Decentralization and consolidation decisions can occur separately or together; the optimal combination depends on the effectiveness of technology aimed at skill enhancement and the customers' sensitivity to time and quality. We identify those process parameters that can cause decentralization and consolidation to have opposite effects on process performance; we also point to other parameters, such as customer-to-customer variability, which can cause them to complement one another. Finally, we explain why, in a time-based competitive marketplace, firms are more likely to centralize their decision-making process while concentrating their information technology investments on enhancing productivity and intraorganizational communications.