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BPR and the knowledge‐based view of the firm
Author(s) -
Scarbrough Harry
Publication year - 1998
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/(sici)1099-1441(1998090)5:3<192::aid-kpm13>3.0.co;2-6
Subject(s) - business process reengineering , process (computing) , focus (optics) , business , knowledge management , knowledge base , process management , customer needs , business process , computer science , industrial organization , marketing , work in process , artificial intelligence , lean manufacturing , physics , optics , operating system
This paper addresses the tensions between the emerging knowledge‐based view of the firm and the implementation of Business Process Re‐engineering (BPR). The knowledge‐based view highlights the firm's dependence on the long‐run evolution of a knowledge infrastructure, both internally and externally sourced. This suggests that BPR programmes may have a destructive effect on the firm's knowledge base which is not always compensated by performance improvements. The paper goes on to argue that acceptance of the logic of the business process (horizontal relationships, customer focus, short‐run efficiency) needs to be tempered by consideration for the knowledge infrastructure of the firm (specialization, internal focus, long‐run innovation). This will require managers to embrace lateral thinking and paradox if high business performance is to be sustained.Copyright 1998 John Wiley & Sons Ltd and Cornwallis Emmanuel Ltd.