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Becoming Process-Oriented: A study on organizational transformation

Andreas Hellström (Institutionen för teknikens ekonomi och organisation, Industriell kvalitetsutveckling) ; Jonas Peterson
International QMOD Conference (2005)
[Konferensbidrag, övrigt]

The purpose of this study is to investigate what happens within an organization when a process view of the business is adopted. With the example of an empirical case, we aim to illustrate: how members of the organization make sense of process management; what contributions members of the organization consider to be the result of the adopting of a process view; and the relationship between the functional and the process structure. The case findings reveal an image of process management full of ambiguity and nuances, as well as a problematic balancing between the adopted process view and the existing functional organization. Furthermore, it gives an illustration of difficulties in turning the idea into good currency. We argue that the adoption of a process view should be considered a social negotiation rather than the result of a planned implementation. Additionally, we criticize the simplistic and technocratic discourse on process management as being partly to blame for problems in application.

Nyckelord: process management, organizational transformation, negotiation, public sector, Sweden

Denna post skapades 2006-08-25.
CPL Pubid: 5493


Institutioner (Chalmers)

Institutionen för teknikens ekonomi och organisation, Industriell kvalitetsutveckling (2005-2016)


Industriell teknik och ekonomi

Chalmers infrastruktur

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Denna publikation ingår i:

Towards a Conceptual Framework of Adoption of Management Ideas: Findings from Three Empirical Studies