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Knowledge Transfer in Business Process Reengineering: An A-company Case Study

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.

Identiferoai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0807112-151228
Date07 August 2012
CreatorsLiu, Chia-Feng
ContributorsFeng-Yang Kuo, Tzyh-Lih Hsia, Jen-Her Wu, Hsin-Hui Lin
PublisherNSYSU
Source SetsNSYSU Electronic Thesis and Dissertation Archive
LanguageCholon
Detected LanguageEnglish
Typetext
Formatapplication/pdf
Sourcehttp://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0807112-151228
Rightsuser_define, Copyright information available at source archive

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