Reframing the Behavioural Analysis of Re-Engineering: An Exploratory Case

Authors

Danny R. Zaidifard, Strategy Competency Group, Andersen Consulting, UK

Document Type

Research Article

Abstract

This paper examines the application of the concepts and research derived from studies of dysfunctional and addictive social behaviours to the implementation of change in an organizational arena. The majority of work on change management and, more specifically, re-engineering has been dominated by an emphasis on technical issues and macro-constructs that are important components in achieving successful process-change programmes. However, is it increasingly recognized that the emphasis on these is the cause of widespread disappointment with business process re-engineering. This paper argues that the management of the human and sociopolitical issues of change is a critical factor in determining the success or failure of process-re-engineering projects. It further suggests a methodology that may facilitate examination of these issues within any particular organization, based upon an organizational addictive model, which is developed in this paper.

DOI

10.1177/026839629801300205

Recommended Citation

Zaidifard, Danny R. (1998) "Reframing the Behavioural Analysis of Re-Engineering: An Exploratory Case," Journal of Information Technology: Vol. 13: Iss. 2, Article 5.
DOI: 10.1177/026839629801300205
Available at: https://aisel.aisnet.org/jit/vol13/iss2/5