企业成功实施管理流程再造实务研究

文章讨论了管理流程再造的含义、发展状况，并通过福特公司一个流程再造、压缩管理人员的实例分析来说明流程再造并非大型企业的专利，中小企业也同样可以成功实施流程再造。     

Reengineering of materials management system: A case study

A business process reengineering (BPR) project relating to the materials management function of a cement manufacturing plant is presented in this paper. The BPR project evolved out of an organisation development (OD) intervention initiative. Such an intervention aimed at improving value innovation capability of materials management professionals of a large cement manufacturing plant in India. The proposition here is that the value metrics relate to inside-in value innovations in order to deliver inside-out value to the customers in the face of fierce competition in Indian Cement industry. Materials of all types used in a cement plant constitute 60–70% of the total cost and hence the effective operations of procurement and inventory are the critical success factors for strategic value innovations and thereby competitiveness. The primary emphasis in this project was on learning and implementation, by creating an urgency for instilling responsible leadership and building organic partnership through knowledge networking.     

Business process reengineering of an air cargo handling process

Business Process Reengineering (BPR) is one of the most recent innovations in industrial engineering and management science which represents the rapid and radical redesign of strategic, value-added processes and the system, policies and organizational structures that support them to optimize the work flows and productivity of an organization. This paper presents a BPR effort and programme of an air cargo handling process at an international airport. The objective of this work is to demonstrate the performance breakthrough of a BPR technique to achieve dramatic improvements in critical measures of contemporary performance with respect to quality service and speed in the airlines cargo handling process. Field data on service dimensions of the process have been collected choosing time as metric. Process-flow diagrams, process analysis worksheets and data summary charts are prepared as effective tools to get a thorough understanding of the existing process with a view to focus on the possible areas of improvements. A fact-based defensible and quantifiable “Before–after chart” of BPR has been presented for documenting the expected gains. BPR has proved to be a modern innovative useful industrial engineering and management technique to achieve dramatic improvement in operational efficiencies for quality services of the airlines cargo handling processes.     

Development of the conceptual model of energy and utility management in textile processing: A soft systems approach

This paper aims to use soft systems methodology (SSM) to identify management support system opportunities for managing energy and utility usage in textile manufacturing processes. It presents an approach based on SSM to analyze the complex situation of developing an effective energy and utility management support system (EUMSS). This involves the identification of the scope of the system and user requirements, conceptual modeling of complex problem situations, identification of actors and decision processes, and information-needs modeling. The current study pioneers the examination of the application of SSM to the development of a novel EUMSS and contributes to the body of information systems knowledge in the context of EUMSS design. There appears to be limited academic research in the field of energy and utility system development and, in particular, in the area of EUMSS design, and none in the area of the application of SSM to EUMSS design. In addition, the modeling process could be beneficial if EUMSS design ideas could be widely shared and discussed. The identified scope and system requirements can serve as a guideline for designing and developing an effective EUMSS for textile processing.     

基于价值链理论的施工企业流程模式

本简要介绍了BPR及价值链流程思想，在分析施工企业特点的基础上，用价值链流程思想对施工企业的生产经营流程进行了较详细的分析，给出了施工企业外部价值链、价值链施工企业业务流程再造、价值链施工企业组织流程三个模式和一个施工企业主要生产经营流程活动的关系结构图及内容分析。     

Incentives and management styles

In a principal-agent framework, we explain different managing styles. In our model, there are two vertical tasks — an upstream task for improving the project's potential environment, and a downstream task for implementing the project. The downstream task must be done by the worker, but the upstream task can be done by either the manager or the worker. An effort for the upstream task is a hidden action of the party in charge of the task. The realized project environment is the manager's private information. We show that, when the upstream task is easy, the manager may assign the task to herself, even if her opportunity cost is larger than the worker's (a bias in favor of micro-management). When the upstream task is hard, by contrast, the manager may assign the task to the worker, even if her opportunity cost is smaller than the worker's (a bias in favor of macro-management). We also discuss distortions in the project output schedules in each case to show that the central trade-off is efficiency in task allocation versus efficiency in project output.     

业务流程再造与信息技术

概述了业务流程再造(BPR)的涵义,并指出了它与信息技术的密切关系;阐述了BPR对信息系统带来的影响和意义;详述了信息技术对流程再造的促进,以及在再造实施中信息技术所起的作用;应用1个实例阐述了信息技术对实施业务流程再造的重要意义。     

Unimodality of price-setting newsvendor's objective function with multiplicative demand and its applications

We present a general solution framework for the price-setting newsvendor problem with a multiplicative stochastic demand. Under mild assumptions, such as increasing price elasticity on the mean demand function and increasing generalized failure rate on the distribution of the random factor, we first prove that both the profit function with respect to price and its derived function with respect to order quantity are quasi-concave. Three applications are then studied under our solution framework: (1) We consider a wholesale price only contract by which a manufacturer sets a wholesale price and a newsvendor determines an order quantity and the retail price, and show that the manufacturer's profit function is unimodal with respect to retailing price or stocking factor under certain conditions. (2) We consider a newsvendor problem in which the demand depends on both the retail price and the level of sales effort, and the cost exerting the sales effort is proportional to the order quantity; we prove that there exists a unique pair of price and sales-effort levels that maximize the total profit. This result is established under a set of mild assumptions on the demand and cost functions. (3) We identify a property in the single-period profit function that satisfies Condition 1 of Huh and Janakiraman (2008), which in turn guarantees the optimality of (s, S) policy for an infinite stationary dynamic inventory-price control system with lost sales and fixed order costs. Finally, the unimodality of the newsvendor problem with a general stochastic and price-sensitive demand is studied.     

房地产项目的投资决策分析流程再造研究

章介绍了业务流程再造的基本内涵，并就房地产项目的投资决策分析流程进行重点研究，对房地产项目的投资决策分析流程进行了重新构建。     

Partial monitoring,adverse selection,and the internal efficiency of the firm

The paper investigates an adverse selection model with monitoring of managerial effort. In contrast to the literature, we assume that the manager can be punished only if his effort is below a certain level that is monitored by the principal. Surprisingly, the optimal labor contract may induce an equilibrium effort which is lower than in the standard model without monitoring. This result holds for any discrete distribution of managerial types. In the continuous type case, the optimal contracts for high-quality (low-quality) managers are purely output-dependent (effort-dependent).     

The challenge of BPR to the information systems profession

This article explores the relevance of ideas emerging from business process re-engineering (BPR) for the information systems profession. The marginal role of this profession in conceiving and leading organizational change is examined. Against this background, current interest in BPR is seen as reasserting the challenge of incorporating an active engagement with organizational design into professional practices.     

Improved integration of LOPA with HAZOP analyses

Integrating Layer of Protection Analysis (LOPA) with Hazard and Operability Analysis (HAZOP) has many advantages over performing these studies separately. The merits include: fewer actions from the combined effort compared to performing only a HAZOP; team continuity resulting from the combined effort as opposed to two separate teams having possibly differing points of view; and, ultimately, a time and cost savings realized by the combination. This integration defines the risk associated with a given scenario, enabling better decisions that impact business assurance. By using the Center for Chemical Process Safety guidelines to define the independent protection layers upfront, the gray areas can often be reduced or eliminated; thereby enabling a more thorough LOPA. Examples include taking credit if a unit has two independent operators (outside and inside) responding to critical alarms, or taking credit for centralized control rooms that may allow immediate operator interaction and response. This article shows how the guidelines have been used successfully in joint HAZOP/LOPA studies, and describes an initial preparation protocol that can ensure high-quality results. © 2009 American Institute of Chemical Engineers Process Saf Prog, 2009     

A reasoned action perspective of user innovation: Model and empirical test

Much research in the field of user innovation has followed two theoretical perspectives — the cost–benefit framework and the community perspective of user innovation. By adopting the theory of reasoned action (TRA) into the context of user innovation, this study establishes an integrative theoretical framework to accommodate both the cost–benefit perspective and the community perspective of user innovation. This TRA-extended framework embraces both the direct and the interactive influences of the cost–benefit factors (the perceived effort in innovation and the perceived benefit from innovation), the individual characteristics (personal innovativeness and experience) and the social interactions (the perceived social influence) in shaping user innovation at the individual level. The empirical results support the proposed theoretical model. The results also reveal that the moderating effect of experience (or perceived effort) on the intentional component of user innovation is different from the effect on the behavioral component of user innovation.     

De‐commitment to losing strategic action: evidence from the divestiture of poorly performing acquisitions

We use a mental accounting framework to study the conditions in which CEOs de‐commit to poorly performing acquisitions and so become more likely to divest them. We test this framework by contrasting the experiences of 68 firms that divested acquisitions with a control sample of 68 firms that did not divest their acquisitions. Consistent with the theory that we use to explain and predict de‐commitment, our results suggest that poorly performing acquired units tend to be divested when executives can place them within ‘attributional accounts’ (i.e., accounts for the cause of the performance that do not incriminate them) and ‘comprehensive accounts’ (i.e., within the context of overall firm performance). Copyright © 2006 John Wiley & Sons, Ltd.     

Is there any Impact of University–Industry Knowledge Transfer on Innovation and Productivity? An Empirical Analysis Based on Swiss Firm Data

This study investigates the impact of a wide spectrum of knowledge and technology transfer (KTT) activities (general information; educational activities; research activities; activities related with technical infrastructure; and consulting) (a) on two innovation indicators in the framework of an innovation equation with a endogenized variable of KTT activities as an additional determinant of innovation; and (b) on labour productivity in the framework of a production function with endogenized innovation variables and the variable for KTT activities as additional production factors.      

Don't obliterate, informate!: BPR for the information age

This article takes the view that BPR in the dominant form in which it is presently characterised, is a re-expression of industrial age classical administration. As such it is oblivious of organization as a political entity or as a set of 'human resources' . What is needed is a new model of BPR for the information age.     

Do business customers perceive what salespeople believe? Perceptions of salesperson adoption of innovations

A salesperson's commitment and effort toward an innovation can determine whether the customer agrees to buy it, such that customers' perceptions of such commitment and effort are critical. But these perceptions also might differ fundamentally from the salesperson's self-perceptions of commitment and effort. Therefore, this paper presents a theoretical framework of the relation between salesperson-perceived and customer-perceived commitment and effort, as exhibited by the salesperson while selling an innovation, which represents salesperson adoption. In the framework, job satisfaction factors also exert contingent, moderating effects. The authors gather unique, dyadic data from surveys of salespeople and their (potential) business customers during visits to sell a conventional, incremental innovation, complemented by objective purchase data gathered from company records. Three key insights emerge fromt this study. First, salespeople's own perceptions of their commitment and effort have only moderate influences on customers' perceptions of salespeople's commitment and effort. Second, customers seem to recognize salesperson effort more readily than salesperson commitment, although salesperson commitment has a higher sales performance impact than salesperson effort. Thus, sales managers should seek to encourage and support both the commitment of salespeople and also perceptions of that commitment among customers. Third, while a higher organizational support or job autonomy strengthens customers' perceptions of salesperson adoption, a higher pay satisfaction diminishes it. Thus, firms might need to find ways to increase the support for the salespeople and their autonomy and to reduce salespeople's satisfaction with their (direct) payments. In total, these findings suggest significant scientific and managerial implications.