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Knowledge transfer is a complex exercise in the business process reengineering (BPR) context. To explore what affects the effectiveness of knowledge transfer, the A-company was chosen for this study which had undergone the BPR implementation with the help of two well-known consultant firms. We adopted five-phase knowledge transfer method and followed the case study method to investigate what activities were performed when the A-company implemented BPR, how consultants interacted with the A-company in these activities in order to transferring knowledge, and what knowledge was transferred during each BPR step. Finally we induct three factors that may affect the effectiveness of knowledge transfer among the stakeholders, i.e., knowledge representation, interaction, and consulting service. We also identify two types of knowledge may be transferred during each BPR step. These findings provide insight for organizations when they implement BPR.

The most challenge encountered by organization is efficient management reengineering, to avoid the crisis due to less of initiative, the ability to change the company. The management on organization reengineering includes organization adjust to the demand from variable environment and practical actions to reengineer the people is the organization. In other words, introduce the new concepts, new technology into the organization resulting in new structure and new behaviors. The conclusions from my research on organization reengineering are summarized as the following: 1. To continuously reengineer the organization, not only the operation on process need to be changed but also the working attitude of employees need to be changed, that is, before change the process, people need to be changed, that is before change the process, people need to be reengineered first. 2. The single plan on process reengineering, absolutely can¡¦t charge people performance and behaviors, but only with multiple plans to introduce to every level of process, the result can be obtained. 3. The strategy to success on business on business process reengineering a. The determination and strong leadership to build on excellent management team. b. Clearly recognize the change of business, create the vision, and reengineer the business process. c. Emphasize the reengineering on the interfere between business and environment, to build a working environment which empowers to the employees to take full responsibility. d. Restructure Company culture, strengthen new management and build strong competitive ability. 4. There is no single answer on whether business process reengineering should be from top to down with strong activity or should be gradually step by step. It depends on the pressure of company restructure, the expectation from top management, and consideration of the reality. Keyword: Business Process Reengineering, Organizational Change

Proefschrift Universiteit van Amsterdam. / Met lit. opg. - Met samenvatting in het Nederlands.

This thesis is concerned with the effectiveness of change agents within organisations. The argument presented is that the effectiveness of change agents depends on their ability to develop an understanding of the complex situations they are faced with. This includes a rich understanding of their own role within the situation. The systems approach described by Churchman (1971, 1979) and further developed by Ulrich (1983) provides methods that aid the development of a rich understanding of, inquiry into, and intervention in complex socio-technical situations. The structure of the paper will take the following form: Part 1: Appreciative systems and the systems approach. Performance criteria for change agents are declared. The key role of appreciation ineffective change management is highlighted. An explanation of appreciative systems and how the systems approach can make them more effective is presented. Finally an appreciative frame for human populated (social) systems is explained. Part 2: Investigating sources of purpose in traditional Business Process Reengineering (BPR).Before developing the complete the appreciative framework in Part 3, our understanding will be consolidated by applying the human populated systems frame to organisational change (business process reengineering) as a system.

Organizational innovation and change are the most important issue in this century . Modern organizations encounter various challenges in a dynamic environment by adopting the following tools : Business Process Reengineering , Organization reconstructure , Information Technology , Supply Chain Management , Electronic Commerce and Enterprise Resource Planning . Therefore , keeping change so that the organization can survive is necessary. Enterprise survival and development must reside on Organizational change that involves we can adjusted by organizational members , culture , structure and stradegy . Meanwhile , organizational change generates a great impact on the organizational members . Employees require well preparations to face the impact of organizational change . This thesis is about an international software company that has been through the reengineering of the customer service model . Unfortunately , after six months of operation it failed because of a lack communication across multinational corporations . There are several reasons for the failure , including change stradegy , information technology , culture and organizational structure .

Thesis (doctoral)--Universität, St. Gallen, 2000.

Organizational leaders continue to use business process reengineering (BPR) as a process improvement methodology even though BPR implementations have had low success rates. To increase BPR success rates, organizational leaders must understand what specific factors contribute to successful BPR implementations. Grounded in Lewin's field theory, the purpose of this nonexperimental, cross-sectional study was to examine the impact of gender and education on BPR. Data collection consisted of nonprobability convenience sample of 122 members from the professional networking website LinkedIn and the professional organizational website American Society for Quality. Data were gathered from a 6-point Likert-type scale survey instrument based on Hammer and Stanton's pre-identified BPR failure factors. The MANOVA results indicated no significant gender, education, or gender and education interaction effect on a linear combination of perception of BPR success factors, F (33.00, 318.00) = .591, p > 0.05, partial eta squared =.058. The results of this study might contribute to social change by helping organizational leaders understand factors that do not appear to be related to successful BPR implementations. The elimination of these factors could allow organizational leaders to focus on other factors for successful BPR implementations. Successful BPR implementations might lead to increased organizational profits, which could allow organizational leaders more opportunity and increase corporate social responsibility, all of which may directly affect the quality of life in a community.

With the rapid advance of information technology (IT), many organizations are implementing IT to enhance their business processes efficiency intra- and inter-organizations. Prior to deploying the appropriate IT, conducting business process reengineering (BPR) has been considered to be the most important first step. Over the past two decades a considerable effort has been made in BPR implementation in practice. However, the detailed guideline for the BPR implementation is lacking. To alleviate the forgoing problem, the A-company was chosen for this study which had undergone the BPR implementation with the help of two well-known consultant firms. We followed the case study method to investigate what activities were performed when the A-company implemented BPR, how consultants interacted with the A-company in these activities, what input and output were needed, and what methods or models they used during each BPR step. Finally we proposed a comprehensive methodology which has detailed guideline for BPR implementation. With this proposed methodology, the implementing organization can have better understanding and preparation for BPR implementation, and thereby enhance the efficiency and effectiveness of BPR implementation.