Working Paper
An Organizational Learning Framework for Understanding Business Process Redesign: A Case Study From the Financial Services Industry
In this paper we examine one company's experience with business process redesign coupled with the implementation of a new business strategy, advanced, networked information technology, and organizational design. The introduction of such multifaceted, large-scale organizational change is conceptualized as an organizational learning process. We studied four of the twelve regions of the company to determine what factors contributed to the successful implementation of the new organization. Qualitative and quantitative evidence suggests that the differential successes of the regions in implementing the redesign and the differential impact of the redesign on performance are related to the change implementation processes and on-going learning dynamics established in each unit. We examine the interconnections between business process redesign, design of information systems, and organization design and development and discuss implications.
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Topics
change management, Cohen Award, corporate governance, Department of Energy, HR metrics, human capital, human resource management, knowledge networks, leadership, leadership pulse, news, organization design, organization development, seminar, sustainability, talent, talent management, teams, useful research, webinar
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