Suchergebnisse

Discusses the concept of business process management as an approach which relies on cross‐functional contributions to organizational performance. Presents arguments on the importance of "hard" and "soft" elements which are all required for determining effective competitiveness. A review of the literature suggests that although the term "process management" is increasingly being used in everyday business language, the practical experience so far is very limited. Presents the concept of business process management through its various key elements, supported by practical examples. Discusses the methodological approaches used in various contexts for creating a culture based on process management. Concludes with some useful guidelines to support efforts in establishing a business process management culture.

Based on a research project looking at user‐supplier interactions
in the context of AMT, attempts to discuss an alternative to the
measurement of success, based on a close scrutiny of user‐supplier
interaction processes. Closely examines a variety of factors which are
both internal and external in nature. Presents some key factors which
have been identified as facilitators or inhibitors for the
implementation of AMT and also draws some comparisons with key findings
from other studies and in similar areas of research.