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Setting-Up a Business Process-Support Organization
Abstract
More and more, organizations must focus on the management of their end-to-end business processes in order to create customer value. As McCormack (2001) has already shown, the development of a business process oriented focus in an organization will lead to positive outcomes. Rummler and Brache (1995) state that the performance of more ‘business process oriented’ organizations is expected to be higher. Research performed by Lawrence and Lorsch (1967) proved that organizations aiming for integration between the different separate departments and subsystems, show better performance compared with less integrated organizations. Putting the focus on the business processes has consequently an impact on the organizational structure. Therefore this research will investigate how the different process-support roles are being incorporated into an organizations’ structure, how responsibilities for paying attention to business process orientation are distributed throughout the organization and how the role of a central business process staff unit can evolve depending on the degree of process orientation.
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