Business Process Redesign: Tactics for Managing Radical Change.

Author List: Stoddard, Donna B.; Jarvenpaa, Sirkka L.;
Journal of Management Information Systems, 1995, Volume 12, Issue 1, Page 81-107.
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.
Keywords: business process redesign;case study;change management;evolutionary tactics;implementation phases;radical change;revolutionary tactics
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List of Topics

#185 0.516 change organizational implementation case study changes management organizations technology organization analysis successful success equilibrium radical efforts initiatives managing resistance individuals
#69 0.174 process business reengineering processes bpr redesign paper research suggests provide past improvements manage enable organizations regarding focal cycle creating issues
#162 0.098 structural modeling scale equation implications economies large future framework perspective propose broad scope resulting identified leading analyzed second interviews analysis
#137 0.067 phase study analysis business early large types phases support provided development practice effectively genres associated different sensemaking including form technologies
#140 0.061 model use theory technology intention information attitude acceptance behavioral behavior intentions research understanding systems continuance models planned percent attitudes predict