Change Management in Collaboration

Change Management in Collaboration

Bhuvan Unhelkar (University of Western Sydney, Australia), Abbass Ghanbary (University of Western Sydney, Australia) and Houman Younessi (Rensselaer at Hartford, USA)
DOI: 10.4018/978-1-60566-689-1.ch010
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This chapter discusses the importance, relevance and the activities related to managing change in a business as it undergoes transformation to a collaborative business. One of the most significant changes that needs to take place when collaborative business is undertaken is the redefinition of traditional organizational boundaries. Senior management of the organization must understand the upcoming change process and totally support the change that follows the effort to collaborate through electronic channels. Collaborative business, especially through the use of a collaborative webbased system, will find that other participating businesses are able to come ‘inside’ the organization in order to offer as well as consume services. While this initially happens in the electronic domain, large, service-based organizations that depend on their far-flung collaborative partners will also discover that the management of change is not just at a technological level but also at a socio-cultural level.
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If you want to make enemies, try to change something.

Woodrow Wilson (1856-1924)


Chapter Key Points

  • Discusses the general concept of the Change Management in business.

  • Presents the concept of change management within the context of CBPE.

  • Discusses the various types of changes and how they affect an organization.

  • Highlights the need to manage the people aspect of change for organization undertaking CBPE.

  • Discusses the types of changes caused to the organizations as a result of the implementation of the CBPE.

  • Discusses the strategies for managing the change in CBPE.


Change Management In Collaborative Context

Business Process Reengineering (BPR), as discussed in earlier chapters of this book (and elsewhere in the business literature (e.g., Hammer and Champy, 2001), involves a fundamental rethinking and redesigning of business processes to achieve dramatic improvements in cost, quality, timeliness and services. Thus, re-engineering of even a single business process is bound to involve change that requires the organization to toss aside old processes and systems and to invent newer and better processes.

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