Towards E-government by business process change—A methodology for public sector

Štemberger, Mojca Indihar; Jaklič, Jurij

doi:10.1016/j.ijinfomgt.2007.02.006

Cited by 77 publications

(37 citation statements)

References 17 publications

(24 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…For a successful business process modelling, analysis and redesign project an organisation has to clearly define the project objectives and its purpose, and communicate them to all participants in the project before it starts (Indihar Štemberger & Jaklič, 2007). The project in Snaga was led by the CPO of the company, who is an expert in project management and paid a lot of attention to the well-communicated and clearly defined objectives, purpose and plan of the project, which enabled the participants to recognise the expected benefits of the project.…”

Section: Csfs At Different Stages Of Bpm Adoption In Snagamentioning

confidence: 99%

Critical success factors for different stages of business process management adoption – a case study

Buh¹,

Kovačić²,

Štemberger³

2015

Economic Research-Ekonomska Istraživanja

View full text Add to dashboard Cite

Many organisations fail in their attempt to adopt business process management (BPM). Although general critical success factors (CSFs) are well understood, we argue that CSFs are not the same for all stages of BPM adoption. The purpose of this article is to identify the CSFs in different stages of BPM adoption. A case study approach was used to analyse a successful BPM adoption in a public company. The article provides empirical insights about CSFs in individual stages of BPM adoption. We find that the guidance of external consultants was very important, although this factor is not commonly recognised in the literature. The article shows that the identification of well-known CSFs of BPM adoption gives only a limited view since the factors change between stages. Organisations need to carefully identify the stage and prepare a roadmap for their BPM adoption.

show abstract

Section: Csfs At Different Stages Of Bpm Adoption In Snagamentioning

confidence: 99%

Critical success factors for different stages of business process management adoption – a case study

Buh¹,

Kovačić²,

Štemberger³

2015

Economic Research-Ekonomska Istraživanja

View full text Add to dashboard Cite

show abstract

“… E-dönüşüm girişiminde bulunan kamu kurumlarında kurumsal farklılıkların dikkate alınması gerektiği (Kettinger, Teng, & Guha, 1997;Kim, Pan, & Pan, 2007;Stemberger & Jaklic, 2007) kadar kullanıcıların (hedef kitlenin) farklı özellikleri de dikkate alınmalıdır.…”

Section: Tkm-g öLçeğine Ve Alt Boyutlarına İlişkin Betimsel İstatistiunclassified

Kamu kurumunda kullanıcıların farklı özelliklerinin e-dönüşümün kabulüne etkilerinin incelenmesi

Esgin

Çetinkaya

Ağaoğlu

2015

IJHS

View full text Add to dashboard Cite

The aim of the research is to determine adoption level of users to the e-transformation model applied in the process of Electronic Records Management System transformation by the Extended Technology Acceptance Model and to analyze users' different characteristics on the acceptance of e-transformation in a public institution. In this research, correlational comparative survey was used as a quantitative research method. The sample of the survey research was 469 users among the staff and faculty of the Marmara University which is a state university in Istanbul. Demographics Questionnaire and Extended Technology Acceptance Model Survey was used to collect data. The quantitative data collected by these tools were analyzed by descriptive statistics and inferential statistical tests. The findings of the study imply that the e-transformation model was accepted by the users but there are still some

show abstract

“…A great impact by the new products on the market is not expected unless the process innovation follows. 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).…”

Section: Process Based Changementioning

confidence: 99%

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

2013

View full text Add to dashboard Cite

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

show abstract

Towards E-government by business process change—A methodology for public sector

Cited by 77 publications

References 17 publications

Critical success factors for different stages of business process management adoption – a case study

Critical success factors for different stages of business process management adoption – a case study

Kamu kurumunda kullanıcıların farklı özelliklerinin e-dönüşümün kabulüne etkilerinin incelenmesi

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

Contact Info

Product

Resources

About