A process-based view and its influence on strategic management

✍ Scribed by Sascha L. Schmidt; Christoph Treichler

• Publisher: John Wiley and Sons
• Year: 1998
• Tongue: English
• Weight: 57 KB
• Volume: 5
• Category: Article
• ISSN: 1092-4604
• DOI: 10.1002/(sici)1099-1441(199803)5:1<58::aid-kpm5>3.0.co;2-c

✦ Synopsis

Our results are based on the findings of an international empirical study (Rühli et al., 1995) reporting earlier experiences with the implementation of the business reengineering concept in real practice. The study has provided evidence for some of the reengineering concept's limitations, especially as applied to the relationship between corporate strategy and processes. Reengineering has a limited focus on the redesign of work and managerial processes in a given strategic context and therefore emphasizes only the 'one-way' influence of strategy on processes. We instead suggest that there is a mutual relationship between a firm's strategy and processes. In contrast to a traditional 'process follows strategy' understanding, the influences of processes in determining strategy are integrated into our approach.