Process Management (PM) is deemed as one of the most important managerial innovations of the last 20 years. However, the current concept of PM, which mainly comprises the perspective of process control and incremental process improvement, may not be able to adequately address the increasingly rapid-changing environment. Moreover, rigorous effort to examine PM's concept, to establish measures and to understand its performance effect, is surprisingly inadequate. / To bridge this gap, this study strives to address the question: what should PM entail and how it affects operations performances. PM is reconceptualized and operationalized by integrating radical process improvement as one of its key components. This instills strong theoretical underpinning that radical process change has become a normative activity rather than an abnormal remedy to organizations. Special effort is devoted in the scale development of PM. A theoretically sound and psychometrically valid scale has been established in this thesis. The results show that it is reliable and valid for use in the following studies. This thesis also advances the understanding of PM's effect on operations performances and its fit with process types. Finding confirms that organizations implementing integrated PM in general perform better than those executing individual dimensions. It further reveals that PM must fit process type otherwise operations performances will suffer. The extent of integrated PM applied seems to hinge on the complexity of the operations. In other words, organizations should not blindly adopt a one-for-all PM strategy when tackling different process types. Finally, this study is also one of the first attempts to investigate PM from a multidimensional perspective. Previous studies tend to treat it as unidimensional and disregard the relevant internal dynamics occurs among the PM dimensions. This thesis reveals that the complexity of their interaction may be far beyond the normal expectation. At the end, several noticeable avenues deserve further research efforts are highlighted. / Ng, Chi Hung. / "March 2008." / Advisers: T. S. Lee; Xiande Zhao; Leo Sin. / Source: Dissertation Abstracts International, Volume: 70-03, Section: A, page: 0940. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2008. / Includes bibliographical references (p. 174-189). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [201-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in English and Chinese. / School code: 1307.
| Identifer | oai:union.ndltd.org:cuhk.edu.hk/oai:cuhk-dr:cuhk_344193 |
| Date | January 2008 |
| Contributors | NG, Chi Hung, Chinese University of Hong Kong Graduate School. Division of Business Administration. |
| Source Sets | The Chinese University of Hong Kong |
| Language | English, Chinese |
| Detected Language | English |
| Type | Text, theses |
| Format | electronic resource, microform, microfiche, 1 online resource (x, 189 p. : ill.) |
| Rights | Use of this resource is governed by the terms and conditions of the Creative Commons “Attribution-NonCommercial-NoDerivatives 4.0 International” License (http://creativecommons.org/licenses/by-nc-nd/4.0/) |
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