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Article
Publication date: 12 September 2008

Siew Kien Sia and Boon Siong Neo

This paper aims to clarify the apparent confusion on the work impacts of business process re‐engineering (BPR), specifically, the level of empowerment and work monitoring, through…

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Abstract

Purpose

This paper aims to clarify the apparent confusion on the work impacts of business process re‐engineering (BPR), specifically, the level of empowerment and work monitoring, through the conceptual lens of Panopticon.

Design/methodology/approach

An intensive case study at the Singapore Internal Revenue Services was conducted. Ninety‐nine employees were also surveyed on their perceived empowerment and work‐monitoring pre‐ and post‐BPR.

Findings

The findings revealed intense work monitoring in the post‐BPR environment. For the redesign of routine processes, tighter work monitoring is coupled with continuous efforts to formalize behaviors, leaving little need or scope for real empowerment. Greater empowerment is evident only in the redesign of non‐routine processes, through a Panopticon‐like combination of greater empowerment and higher work monitoring.

Research limitations/implications

The research suggests the applicability of Panopticon as a conceptual lens in understanding and reconciling the apparent contradictions greater empowerment and heightened work monitoring in reengineered workplace. It suggests the need for future research to begin bridging the disparate empowerment and control literature.

Practical implications

The study shows practitioners how they can leverage the discipline of visibility to orchestrate control creatively in a reengineered environment. The glimpses of post‐BPR workplace also help managers to better anticipate change management issues.

Originality/value

The paper addresses an important issue of BPR work impacts. Its suggestion of Panopticon as a conceptual lens also provides a refreshing look at the traditional issues in BPR.

Details

Business Process Management Journal, vol. 14 no. 5
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 1 December 1998

Siew Kien Sia and Boon Siong Neo

This paper provides a comprehensive account of how the Inland Revenue Authority of Singapore (IRAS) successfully managed organizational transformation to achieve significantly…

1863

Abstract

This paper provides a comprehensive account of how the Inland Revenue Authority of Singapore (IRAS) successfully managed organizational transformation to achieve significantly increased customer satisfaction, enhanced organizational agility, and dramatic reduction in tax arrears. The case study reaffirms that the soft issues are the hard issues in reengineering. Indeed, the recognition by IRAS that people resource issues are at the heart of change is the major factor for its success. In addition to tackling people issues, the transformation experience of IRAS also reveals the need to integrate the traditional change models more tightly in managing large‐scale change. The inability of IRAS in anticipating all major consequences of their change actions suggests an improvisational model of change management. Organizations embarking on large‐scale transformation should consciously build their internal capabilities to tackle emergent changes (e.g. establishing the information systems for change, nurturing people resources, and providing slack resources).

Details

Journal of Organizational Change Management, vol. 11 no. 6
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 15 February 2018

Erdem Galipoglu, Herbert Kotzab, Christoph Teller, Isik Özge Yumurtaci Hüseyinoglu and Jens Pöppelbuß

The purpose of this paper is twofold: to identify, evaluate and structure the research that focusses on omni-channel retailing from the perspective of logistics and supply chain…

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Abstract

Purpose

The purpose of this paper is twofold: to identify, evaluate and structure the research that focusses on omni-channel retailing from the perspective of logistics and supply chain management; and to reveal the intellectual foundation of omni-channel retailing research.

Design/methodology/approach

The paper applies a multi-method approach by conducting a content-analysis-based literature review of 70 academic papers. Based on the reference lists of these papers, the authors performed a citation and co-citation analysis based on the 34 most frequently cited papers. This analysis included multidimensional scaling, a cluster analysis and factor analysis.

Findings

The study reveals the limited consideration of logistics and supply chain management literature in the foundation of the omni-channel retailing research. Further, the authors see a dominance of empirical research as compared to conceptual and analytical research. Overall, there is a focus on the Western retail context in this research field. The intellectual foundation is embedded in the marketing discipline and can be characterised as lacking a robust theoretical foundation.

Originality/value

The contribution of this research is identifying, evaluating and structuring the literature of omni-channel research and providing an overview of the state of the art of this research area considering its interdisciplinary nature. This paper thus supports researchers looking to holistically comprehend, prioritise and use the underpinning literature central to the phenomena of omni-channel retailing. For practitioners and academics alike, the findings can trigger and support future research and an evolving understanding of omni-channel retailing.

Details

International Journal of Physical Distribution & Logistics Management, vol. 48 no. 4
Type: Research Article
ISSN: 0960-0035

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