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The Role of Teams in Business Process Change

Copyright © 2003. 18 pages.
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DOI: 10.4018/978-1-59140-036-3.ch015|
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MLA

Choudrie, Jyoti. "The Role of Teams in Business Process Change." Knowledge and Business Process Management. IGI Global, 2003. 259-276. Web. 29 Nov. 2014. doi:10.4018/978-1-59140-036-3.ch015

APA

Choudrie, J. (2003). The Role of Teams in Business Process Change. In V. Hlupic (Ed.), Knowledge and Business Process Management (pp. 259-276). Hershey, PA: Idea Group Publishing. doi:10.4018/978-1-59140-036-3.ch015

Chicago

Choudrie, Jyoti. "The Role of Teams in Business Process Change." In Knowledge and Business Process Management, ed. Vlatka Hlupic, 259-276 (2003), accessed November 29, 2014. doi:10.4018/978-1-59140-036-3.ch015

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Abstract

The concept of reengineering teams is not new to business process change practice and research. However, frameworks that describe the organisational changes that have to be undertaken in order to establish reengineering teams, in particular, are novel. By having such a framework, practitioners and academics alike can determine beforehand what to expect before the actual team is formed. This in turn allows organisations to prevent disastrous consequences, something that can occur if information is not available. Additionally, the chapter describes the characteristics that surround the planning and design of reengineering teams. This can be used as a suggestion for organisations in order to decide if they do have the appropriate numbers of individuals within a team. From these explanations it can then be stated that this chapter can serve as a directive that organisations undertaking business process change in the future can use as guiding information.
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