Towards a heuristic theory of problem structuring
Management Science
Defining managerial problems: a framework for prescriptive theorizing
Management Science
Designing and developing electronic performance support systems
Designing and developing electronic performance support systems
Evolving the scope of user-centered design
Communications of the ACM
Just-in-time knowledge delivery
Communications of the ACM
Granting three wishes through performance-centered design
Communications of the ACM
Knowledge management systems: issues, challenges, and benefits
Communications of the AIS
The New Science of Management Decision
The New Science of Management Decision
Information, Systems and Information Systems: Making Sense of the Field
Information, Systems and Information Systems: Making Sense of the Field
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
On Managerial Incentives for Process Knowledge Capture and Use
HICSS '01 Proceedings of the 34th Annual Hawaii International Conference on System Sciences ( HICSS-34)-Volume 3 - Volume 3
Strategies for business process reengineering: evidence from field studies
Journal of Management Information Systems - Special section: Toward a theory of business process change management
A Knowledge Management Success Model: Theoretical Development and Empirical Validation
Journal of Management Information Systems
Avatar e-mail versus traditional e-mail: Perceptual difference and media selection difference
Decision Support Systems
A case-based framework for workflow model management
BPM'03 Proceedings of the 2003 international conference on Business process management
A technology empowerment model for engineering work
ACM SIGMIS Database
The development and application of a community maturity model
International Journal of Information Technology and Management
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We develop and illustrate a performance-centered design (PCD) methodology for structuring knowledge-intensive, ill-defined processes. PCD provides a holistic view of a performance environment by considering the complex interdependencies between the organizational context, business processes, and individual performers. The context for our theoretical exposition is the fuzzy front-end of the new product development (NPD) process. Despite the fact that front-end concept definition and selection is central to a firm's innovation capability, these activities are ill-structured and typically the most poorly managed in the entire innovation process. Through a case study, we illustrate the proposed PCD methodology as applied to the fuzzy front-end and additionally illustrate how electronic performance support technology can be utilized to support the fuzzy front-end process. Although specifically applied within the context of one firm, we contend that the PCD methodology is applicable to other knowledge-intensive and relatively unstructured processes.