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The paper investigates the challenges of process ownership in business processes crossing organizational boundaries. A literature review explores the research traditions of business process reengineering, interorganizational systems (IOS), workflow management, and system development with regard to process ownership and the changing role from intraorganizational issues to interorganizational issues. The result is a list of relevant process owner tasks, classified by different issues in which a shift of focus is suggested.A case study of a governmental process portal serves the purpose of exemplifying the novel process ownership challenges in an interorganizational context. Analyzing the case form the process ownership perspective reveals that the proposed shift of focus is indeed applicable and how neglecting these new challenges are a barrier for successful transformation.With the categorization and shift of focus suggested in this paper, future research may investigate in more detail the dilemmas of distributed versus centralized ownership and bring out different models of interorganizational process ownership to support handling the related issues in an integrated way.

Knowledge management has inspired a shift from a transaction to a distributed knowledge management (DKM) perspective on interorganizational information processing. The DKM concept structures the knowledge creation, knowledge sharing and knowledge exploitation in organizations according to a product state model (PSM) required for management of technological diversity. Each player in the network acquires specific knowledge from other players for decision support. This article shows the relevance of the DKM model in a case study of a distributed decision support system (DDSS) in heath care administration in the US.

This paper is a longitudinal study of BPR initiatives at Enzyme Business carried out between January 1994 and March 1998 in Novo Nordisk A/S, one of the largest companies in Denmark and the world's largest producer of industrial enzymes with a market share of more than 50%. The paper provides empirical insight from a number of BPR-projects and related BPR-initiatives, e.g. Business System Reengineering projects. The paper suggests that reengineering focusing on process orientation and customer satisfaction in a functional organisation is a valid alternative to a fully implemented process organisation. Novo Nordisk Enzyme Business employs this approach by integrating functional, industrial, and business process strategies. As no process owner exists in this setting, a role as a so-called Flowmaker is established in order to facilitate and further streamline the activities of each reengineered process. Furthermore, it is concluded that several iterations in the Business System Diamond is required in order to mature the organisation in applying and obtaining success by the concept of Business Process Reengineering.