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Strategic integration: developing a Process–Governance Framework
Author(s) -
Braganza Ashley,
Lambert Rob
Publication year - 2000
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 - 10.1002/1099-1441(200007/09)7:3<177::aid-kpm104>3.0.co;2-u
Subject(s) - corporate governance , process (computing) , process management , business , business process , strategic business unit , project governance , knowledge management , computer science , marketing , work in process , finance , operating system
This paper argues that business leaders need governance mechanisms that enable the organization to be integrated at strategic and operational levels. A review of the literature reveals that while governance has been examined from several perspectives and for various units of analysis, one aspect that has received little attention in the governance literature is that of business process. This unit of analysis is essential for the purposes of effective governance, as business processes form a critical link between strategy and operational activities. The Process–Governance Framework, introduced in this paper, guides business leaders through governance issues at strategic and operational levels. Implications for business leaders are highlighted. Copyright © 2000 John Wiley & Sons, Ltd.