Assessment of process improvement from organizational change

Lee, Sangjae; Ahn, Hyunchul

doi:10.1016/j.im.2003.12.016

Cited by 37 publications

(25 citation statements)

References 20 publications

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“…The reluctance to invest in an organizational change often stems from the lack of consistent and effective ways to document and track the nature and extent of its impact (Lee & Ahn, 2008). It is important that it is measured at the activity/process level where the prime effects are expected.…”

Section: Performance Measurementmentioning

confidence: 99%

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The critical success factors of business process management

Trkman¹

2010

International Journal of Information Management

781

618

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Section: Performance Measurementmentioning

confidence: 99%

“…CSFs in general have been one of the earliest and most actively researched topics (Lee & Ahn, 2008). They can be defined as a limited number of areas, in which results, if they are satisfactory, will assure successful performance (Rockart, 1979).…”

Section: Introductionmentioning

confidence: 99%

The critical success factors of business process management

Trkman¹

2010

International Journal of Information Management

781

618

View full text Add to dashboard Cite

“…For instance, Judge and Elenkov (2005) found that the organisation's capacity for change influences an environmental performance in that the higher that capacity, the more the organisation is able to perform in its operational environment. Properly implemented organisational change also facilitates process improvement, which in turn has a stimulus effect on organisational performance (Lee & Ahn, 2008). Nordin (2011) also found that an organisation's preparedness for change is explained by factors such as emotional intelligence, organisational commitment and transactional leadership behaviour.…”

Section: Discussionmentioning

confidence: 99%

An Empirical Reflection of Organisational Processes in a Government Department

Mafini¹

2014

MJSS

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The purpose of this study was to explore the underlying factors that influence organisational performance in a government department. A quantitative design using the cross-sectional survey approach was used in which a two-section structured questionnaire was administered to managers and employees of a South African government department. Respondents were recruited using a blend of purposive and convenience sampling methods. Data were analysed using SPSS (Version 21.0

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“…Traditionally, business process change is often measured in terms of lead time, service time, waiting time, and resource utilization (Stemberger and Jaklic, 2007;Tureteken and Schuff, 2007). Lee and Ahn (2008) propose a different method to assess the process improvement through a set of indicators, which can be adopted for the assessment of the success of manufacturing processes with some modifications (Oztemel and Ayhan, 2010). Average Worker Utilization indicates the performance of manufacturing processes in minimizing the frequencies of both idle-times and overtimes.…”

Section: Process Based Changementioning

confidence: 99%

A multi-agent based approach for change management in manufacturing enterprises

2013

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UWE makes no representation or warranties of commercial utility, title, or fitness for a particular purpose or any other warranty, express or implied in respect of any material deposited.UWE makes no representation that the use of the materials will not infringe any patent, copyright, trademark or other property or proprietary rights. UWE accepts no liability for any infringement of intellectual property rights in any material deposited but will remove such material from public view pending investigation in the event of an allegation of any such infringement. {batuhan.ayhan,eoztemel}@marmara.edu.tr, mehmet.aydin@uwe.ac.uk Abstract: Change management becomes an unavoidable necessity for manufacturing enterprises. Since change in business processes carries significant impact on the performance of manufacturing companies, a change management model is definitely required to remain competitive. Moreover, utilizing agent based systems will provide computational provision and integrity to manage and measure the capabilities to follow the change in a progressive approach by employing the cooperation and collaboration properties of various agents helping for retrieval of the required information in a rapid way. Therefore, in this paper, a multi-agent based change management model is proposed to handle the changes in manufacturing enterprises. The model is validated through a case study done to measure the performance of change management capabilities in a manufacturing company. A sensitivity analysis on the results of this case study is also conducted to reveal the system reactivity to various parameters. PLEASE SCROLL DOWN FOR TEXT. A MULTI-AGENT BASED APPROACH FOR CHANGE MANAGEMENT IN MANUFACTURING ENTERPRISES

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Assessment of process improvement from organizational change

Cited by 37 publications

References 20 publications

The critical success factors of business process management

The critical success factors of business process management

An Empirical Reflection of Organisational Processes in a Government Department

A multi-agent based approach for change management in manufacturing enterprises

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