Abstract
Business process reengineering (BPR) has been both heralded as an essential mechanism for competing in today's business environment and condemned as a financial and human resource drain yielding little if any value. BPR failures have frequently been blamed on organizations lacking the cultural ‘change management’ infrastructure necessary to support change. This paper proposes that an organizational learning culture provides an appropriate backdrop for affecting the change management necessary to implement BPR. More specifically, a phased process for implementing organizational learning and a technology infrastructure necessary to support learning is provided. Finally, examples of a learning culture and the resulting influence on BPR initiatives are provided from a single organizational site. © 1998 John Wiley & Sons Ltd and Cornwallis Emmanuel Ltd.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
