Profiling successful reengineering projects
Communications of the ACM
Enterprise architecture for business process simulation
Proceedings of the 30th conference on Winter simulation
Dow Corning corporation: reengineering global processes
ICIS '98 Proceedings of the international conference on Information systems
ICIS '98 Proceedings of the international conference on Information systems
Current practices in e-government-induced business process change (BPC)
dg.o '04 Proceedings of the 2004 annual national conference on Digital government research
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Balance in business reengineering: an empirical study of fit and performance
Journal of Management Information Systems - Special section: The impacts of business process change on organizational performance
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
Market process reengineering through electronic market systems: opportunities and challenges
Journal of Management Information Systems - Special issue: Information technology and its organizational impact
Special section: toward a theory of business process change management
Journal of Management Information Systems - Special section: Toward a theory of business process change management
Introducing transformational information technologies: the case of the world wide web technology
International Journal of Electronic Commerce - Special section: Diversity in electronic commerce research
Critical factors for successful ERP implementation: exploratory findings from four case studies
Computers in Industry - Special issue: Current trends in ERP implementations and utilisation
How interfirm collaboration benefits IT innovation
Information and Management
Risk management in ERP project introduction: Review of the literature
Information and Management
Journal of Management Information Systems
Institutional Bridging: How Conceptions of IT-Enabled Change Shape the Planning Process
Journal of Management Information Systems
An Experiment to Assess the Performance of a Redesign Knowledge System
Journal of Management Information Systems
An empirical study of the effects of knowledge sharing and learning behaviors on firm performance
Expert Systems with Applications: An International Journal
Organisational factors for successful implementation of ERP systems
International Journal of Business Information Systems
A theoretical framework for knowledge transfer in process redesign
ACM SIGMIS Database
From the Editors: Introduction and a Compass for Business Process Design
Information Systems Management
Testing Klein and Sorra's innovation implementation model: An empirical examination
Journal of Engineering and Technology Management
Critical factors for successful ERP implementation: Exploratory findings from four case studies
Computers in Industry - Special issue: Current trends in ERP implementations and utilisation
Design and control of workflow processes: business process management for the service industry
Design and control of workflow processes: business process management for the service industry
Productivity and Performance Effects of Business Process Reengineering: A Firm-Level Analysis
Journal of Management Information Systems
Journal of Management Information Systems
Service-Oriented Architecture Adoption: A Normative Decision Model for Timing and Approach
International Journal of Information Technology Project Management
Integrated Analysis and Design of Knowledge Systems and Processes
Information Resources Management Journal
Visualized Guidelines for IT-Enabled Process Change
Information Resources Management Journal
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By definition, business process redesign (BPR) represents radical change in today's bureaucratic functionally structured and managed organizations. The radical change theorists predict that to accomplish radical change requires the use of revolutionary change tactics. We propose that as the "radicalness" of the planned change increases, more revolutionary change tactics are used. We analyze the change tactics of three organizations' BPR initiatives to understand whether and how revolutionary tactics were used. The initiatives evinced a varied amount of revolutionary tactics depending on the scope and depth of planned change. The use of revolutionary tactics also varied by the phase of the initiatives. The frequency of revolutionary tactics was highest in the early phases of the initiatives and decreased as they approached implementation. We explore the reasons for reduced deployment of revolutionary tactics. We conclude by implications to BPR practice and research.