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Advancing the Concepts & Practices of Information Resources Management in Modern Organizations

Setting-Up a Business Process-Support Organization

Setting-Up a Business Process-Support Organization
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Author(s): Jurgen Willems (Vlerick Leuven Gent Managment School, Belgium), Peter Willaert (Vlerick Leuven Gent Managment School, Belgium) and Dirk Deschoolmeester (Vlerick Leuven Gent Managment School, Belgium)
Copyright: 2007
Pages: 3
Source title: Managing Worldwide Operations and Communications with Information Technology
Source Editor(s): Mehdi Khosrow-Pour, D.B.A. (Information Resources Management Association, USA)
DOI: 10.4018/978-1-59904-929-8.ch319
ISBN13: 9781599049298
EISBN13: 9781466665378

Abstract

More and more, organizations must focus on the management of their end-to-end business processes in order to create customer value. As McCormack (2001) has already shown, the development of a business process oriented focus in an organization will lead to positive outcomes. Rummler and Brache (1995) state that the performance of more ‘business process oriented’ organizations is expected to be higher. Research performed by Lawrence and Lorsch (1967) proved that organizations aiming for integration between the different separate departments and subsystems, show better performance compared with less integrated organizations. Putting the focus on the business processes has consequently an impact on the organizational structure. Therefore this research will investigate how the different process-support roles are being incorporated into an organizations’ structure, how responsibilities for paying attention to business process orientation are distributed throughout the organization and how the role of a central business process staff unit can evolve depending on the degree of process orientation.

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