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ORCIDBusiness Process Management Journal, Volume 7
Volume 7, Number 1, 2001
- Denis R. Towill:
The process of establishing a BPR paradigm. 8-23 - Kiran Jude Fernandes
, Vinesh Raja, Jiju Antony:
Optimum level of goal mapping in a reengineering environment. 24-32 - Charles B. Keating, Abel A. Fernández, Derya A. Jacobs, Paul J. Kauffmann:
A methodology for analysis of complex sociotechnical processes. 33-50 - Rodney McAdam, Ian Bickerstaff:
Reengineering based change in the further education sector in Northern Ireland - A qualitative study. 50-64 - S. Patel, P. Shaw, Barrie G. Dale:
Set-up time reduction and mistake proofing methods - A study of application in a small company. 65-75
Volume 7, Number 2, 2001
- David J. Paper, James A. Rodger, Parag C. Pendharkar:
A BPR case study at Honeywell. 85-99 - Ben Martz, Jack McKenna, Marc Siegall:
Applying a standard performance model to a university setting. 100-112 - Rodney McAdam, Daniel McCormack:
Integrating business processes for global alignment and supply chain management. 113-130 - A. Akin Aksu:
Re-engineering revisited: a simulation approach. 131-138 - Hee-Woong Kim, Young-Gul Kim:
Rationalizing the customer service process. 139-156
Volume 7, Number 3, 2001
- Eveline Van Stijn, Anthony K. P. Wensley:
Organizational memory and the completeness of process modeling in ERP systems: Some concerns, methods and directions for future research. 181-194 - Marinos Themistocleous, Zahir Irani, Robert M. O'Keefe:
ERP and application integration: Exploratory survey. 195-204 - Susan Clemmons, Steven John Simon:
Control and coordination in global ERP configuration. 205-215 - Ben Light, Christopher P. Holland, Karl Wills:
ERP and best of breed: a comparative analysis. 216-224 - Paul Hawking, Adrian Ramp, Peter Shackleton:
IS'97 model curriculum and enterprise resource planning systems. 225-233 - Glenn Stewart, Michael Rosemann:
Industry-oriented design of ERP-related curriculum - an Australian initiative. 234-242 - Linying Dong:
Modeling top management influence on ES implementation. 243-250 - Edward Bernroider, Stefan Koch:
ERP selection process in midsize and large organizations. 251-257 - Christian Koch:
BPR and ERP: realising a vision of process with IT. 258-265 - Adel M. Aladwani:
Change management strategies for successful ERP implementation. 266-275 - Zhenyu Huang, Prashant Palvia:
ERP implementation issues in advanced and developing countries. 276-284 - Fiona Fui-Hoon Nah, Janet Lee-Shang Lau, Jinghua Kuang:
Critical factors for successful implementation of enterprise systems. 285-296
Volume 7, Number 4, 2001
- Maria Cotoia, Sharon Johnson:
Applying the axiomatic approach to business process redesign. 304-322 - A. van der Wiele, A. R. T. Williams, A. Brown, Barrie G. Dale:
The ISO 9000 series as a tool for organisational change: Is there a case? 323-331 - Guangming Cao, Steve Clarke, Brian Lehaney:
A critique of BPR from a holistic perspective. 332-339 - Ji Li, Leonard Karakowsky:
The competitive strategy of China's township enterprises: Understanding the sources for survival and success. 340-348 - Timothy L. Pett, C. Clay Dibrell:
A process model of global strategic alliance formation. 349-364
Volume 7, Number 5, 2001
- Injazz J. Chen:
Planning for ERP systems: analysis and future trend. 374-386 - Thomaz Wood, Miguel Caldas:
Reductionism and complex thinking during ERP implementations. 387-393 - Prasanta Kumar Dey:
Re-engineering materials management: A case study on an Indian refinery. 394-408 - Andrej Kovacic:
Business renovation projects in Slovenia. 409-419 - Philip W. Veasey:
Use of enterprise architectures in managing strategic change. 420-436 - Majed Al-Mashari, Zahir Irani, Mohamed Zairi:
Business process reengineering: a survey of international experience. 437-455
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