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Reengineering a Green Business

Reengineering a Green Business

Yi-Chen Lan
Copyright: © 2013 |Pages: 11
ISBN13: 9781466626461|ISBN10: 1466626461|EISBN13: 9781466626775
DOI: 10.4018/978-1-4666-2646-1.ch001
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MLA

Lan, Yi-Chen. "Reengineering a Green Business." International and Interdisciplinary Studies in Green Computing, edited by K. Ganesh and S. P. Anbuudayasankar, IGI Global, 2013, pp. 1-11. https://doi.org/10.4018/978-1-4666-2646-1.ch001

APA

Lan, Y. (2013). Reengineering a Green Business. In K. Ganesh & S. Anbuudayasankar (Eds.), International and Interdisciplinary Studies in Green Computing (pp. 1-11). IGI Global. https://doi.org/10.4018/978-1-4666-2646-1.ch001

Chicago

Lan, Yi-Chen. "Reengineering a Green Business." In International and Interdisciplinary Studies in Green Computing, edited by K. Ganesh and S. P. Anbuudayasankar, 1-11. Hershey, PA: IGI Global, 2013. https://doi.org/10.4018/978-1-4666-2646-1.ch001

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Abstract

A green environment is a social as well as business issue. Business enterprises, as a large part of the global community, are obliged to make endeavours toward an environmentally sustainable operation that reflects their corporate social responsibility. One of the effective approaches of making business operations more environmental friendly is to undertake business process reengineering with the strategic focus on green perspective. This paper discusses the reengineering of a green business from its process viewpoint. This reengineering of business processes is undertaken in the context of five areas of green business characteristics (necessary, effective, efficient, agile, and measureable) and their corresponding life cycles. This analysis paves the path for an in-depth research agenda for developing and operating green business processes in organizations. The framework is explained with five key phases namely, 1) examining business processes with green process characteristics, 2) integrating business processes with the environmental standards, 3) green business process redesign, 4) training programs development and change management, and 5) performance monitoring and process improvement. The paper concludes with a suggestion of the framework validation and future research directions.

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