A process model of managing organizational change during business process redesign. Issue 6 (28th October 2014)

• Record Type: Journal Article
• Authors: Sikdar, Arijit; Payyazhi, Jayashree
• Is Part Of: Business process management journal. Volume 20:Issue 6(2014)
• Page Start: 971
• Page End: 998
• Publication Date: 2014-10-28
• Subjects: Industrial management -- Periodicals; Reengineering (Management) -- Periodicals; Total quality management -- Periodicals; 658.4063
• DOI: 10.1108/BPMJ-02-2013-0020
• Languages: English
• ISSNs: 1463-7154

Abstract

<abstract> <title> <x content-type="archive" xml:space="preserve">Abstract</x> </title> <sec> <title content-type="abstract-heading">Purpose</title> <p> – Business process implementation has been primarily seen as a redesign of the workflow with the consequent organizational change assumed to be taking place automatically or through a process of "muddling through". Although evidence suggests that 70 per cent of business process reengineering programmes have failed due to lack of alignment with corporate change strategy, the question of alignment of workflow redesign with the organizational change process has not received adequate attention. The purpose of this paper is to provide a framework for managing organizational change in a structured manner during workflow redesign, a perspective missing in the literature on business process management (BPM) implementation. </p> </sec> <sec> <title content-type="abstract-heading">Design/methodology/approach</title> <p> – This paper attempts to integrate the 8-S dimensions of Higgins model across the different phases of workflow redesign to develop a process framework of managing organizational change during BPM workflow redesign. As an exploratory study the paper draws on existing literature on BPM and change alignment to conceptualize an alignment framework of associated managerial activities involved during different phases of BPM workflow redesign. The framework is evaluated against two case studies of business process implementation to substantiate how lack of alignment leads to failure in BPM implementation. </p> </sec> <sec> <title content-type="abstract-heading">Findings</title> <p> – The paper provides a conceptual framework of how organizational change should be managed during BPM implementation. The model suggests the sequence of alignment of the 8-S dimensions (Higgins, 2005) with the different phases of the workflow redesign and identifies the role of the managerial levels in the organization in managing the alignment of the 8-S dimensions during business process change. </p> </sec> <sec> <title content-type="abstract-heading">Practical implications</title> <p> – This framework would provide managers with an execution template of how to achieve alignment of the workflow redesign with the 8-S dimensions thus facilitating effective organizational change during business process implementation. </p> </sec> <sec> <title content-type="abstract-heading">Originality/value</title> <p> – This paper proposes a process model of how organizational elements should be aligned with the workflow redesign during business process change implementation. No such model is available in BPM literature proposing alignment between hard and soft factors.</p> </sec> </abstract>