Abstract
Describes an empirical study of 15 business processes in three organizations. Business process data were collected in the context of action research projects where the researcher was involved in organizational development activities. Suggests that business processes tend to cut across different departments owing to a contemporary phenomenon ‐ the specialization of knowledge. This leads to the specialization of work with the multiplication of functions and departments in organizations. Also suggests that 70 per cent or more of the product flow through business processes in organizations is made up of information. Discusses organizational implications of these results as regards organizational design and business process redesign focus.
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