Capitalizing on thematic initiatives: a framework for process-based change in SMEs

Abstract

This paper challenges the critical articles that have classified thematic initiatives as ‘fads’ or ‘fashions’ of their period with little real value. Using business process reengineering (BPR) as an example, the paper suggests that it is important to ‘unpack’ thematic initiatives into their key management principles. The key management principles that form the conceptual basis of BPR are described. Primary data from empirical studies are accumulated to identify the existence of these principles in the change management practices of small and medium sized enterprises (SMEs). The results indicate that the SME companies studied used uncoordinated change management practices which move from one implementation issue to the next without appropriate strategic planning and monitoring practices. A methodology that specifically embodies the conceptual basis of BPR was developed and tested. The results from this phase of the research indicated that the initial bias of SME managers towards some and away from other specific implementation issues was levelled out by the application of the methodology. The paper will argue that methodology development, based on the key management principles, encourages companies to consider systemically the full range of issues. The paper concludes that it is not appropriate for companies to oscillate around an adoption–abandonment cycle with respect to thematic initiatives. Companies need to ‘unpack’ these initiatives and develop their practices based on the key management principles which popularized the ‘theme’ in the first place.