M. Shamsul Haque and Gedeon M. Mudacumura
It is argued in this introductory article that the contemporary trend of “reinventing governance”, which began in the 1990s, has continued to expand globally to encompass many…
Abstract
It is argued in this introductory article that the contemporary trend of “reinventing governance”, which began in the 1990s, has continued to expand globally to encompass many developing nations. However, there is no uniform and universal paradigm of government reinvention. In fact, there are certain cross-national and inter-regional differences, especially between developed and developing nations, in terms of the basic tenets, rationales, and implications of such reinvention. After presenting brief summaries of articles covered in this issue of the journal, it is suggested that due to unique contextual settings and people’s needs in developing nations, this reinvention model itself has to be reinvented or revised in order to make it relevant or useful to these countries
John N. Badovinac, Paul V. Kovac, Joseph D. Jardin and Gedeon M. Mudacumura
Improving organizational performance under turbulent internal and external environments has been a challenging managerial task. This paper highlights the reengineering experience…
Abstract
Improving organizational performance under turbulent internal and external environments has been a challenging managerial task. This paper highlights the reengineering experience of a state government office that successfully improved its performance. Keeping in mind its strategic goals throughout the integration of keys aspects of business process redesign (BPR), information technology (IT) and organization development (OD), prevented the department from random reengineering which, in many organizations, leads to downsizing. Putting more emphasis on OD through the reengineering process resulted in building the organization's ability to assess its current functioning and to achieve its goals.