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Striving for ‘methodological fit’ in business process change
Author(s) -
Vanhoenacker Jurgen,
Brant Antony,
Dedene Guido
Publication year - 1999
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(199903)6:1<24::aid-kpm39>3.0.co;2-2
Subject(s) - business process reengineering , novelty , transparency (behavior) , process (computing) , computer science , process management , field (mathematics) , business process , business process management , management science , epistemology , business , work in process , marketing , psychology , economics , philosophy , mathematics , social psychology , lean manufacturing , operating system , computer security , pure mathematics
Much of the current debate around BPR centers on its claims for successful implementation, and its distinctive novelty. In this paper we seek to move the debate forward by observing that the methodological basis for BPR lacks transparency and, very often, fundamental justification. We will explain some methodological shortcomings, and offer the SPARTA framework for developing a far more inclusive, integrative and adaptive approach to the field of I‐BPM—Integrated Business Process Management. Moreover, the paper will elaborate on how this concept of methodological fit can be applied at various conceptual levels. Copyright © 1999 John Wiley & Sons, Ltd and Cornwallis Emmanuel Ltd.