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Incentives and Knowledge Mismatch: The Deemed Failure of a BPR Project in a Large Banking Organisation

Incentives and Knowledge Mismatch: The Deemed Failure of a BPR Project in a Large Banking Organisation

P. Banerjee
Copyright: © 2006 |Pages: 22
ISBN13: 9781599043968|ISBN10: 1599043963|ISBN13 Softcover: 9781599043975|EISBN13: 9781599043982
DOI: 10.4018/978-1-59904-396-0.ch017
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MLA

Banerjee, P. "Incentives and Knowledge Mismatch: The Deemed Failure of a BPR Project in a Large Banking Organisation." Cases on Information Technology and Business Process Reengineering, edited by Mehdi Khosrow-Pour, D.B.A., IGI Global, 2006, pp. 267-288. https://doi.org/10.4018/978-1-59904-396-0.ch017

APA

Banerjee, P. (2006). Incentives and Knowledge Mismatch: The Deemed Failure of a BPR Project in a Large Banking Organisation. In M. Khosrow-Pour, D.B.A. (Ed.), Cases on Information Technology and Business Process Reengineering (pp. 267-288). IGI Global. https://doi.org/10.4018/978-1-59904-396-0.ch017

Chicago

Banerjee, P. "Incentives and Knowledge Mismatch: The Deemed Failure of a BPR Project in a Large Banking Organisation." In Cases on Information Technology and Business Process Reengineering, edited by Mehdi Khosrow-Pour, D.B.A., 267-288. Hershey, PA: IGI Global, 2006. https://doi.org/10.4018/978-1-59904-396-0.ch017

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Abstract

The case study describes process reengineering at a major public bank of India. Choice between strategy, structure, technology, process and personnel remained a key issue. Integration of disparate processes on information technology platform proved mixed success

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