{"title":"苏格兰业务流程再造:调查与比较","authors":"S. Sockalingam, A. Doswell","doi":"10.1002/(SICI)1099-0828(199612)3:4<33::AID-BCR76>3.0.CO;2-2","DOIUrl":null,"url":null,"abstract":"This paper reports on empirical investigation into the practice of business process re-engineering (BPR) in Scotland and compares this practice with that reported from other surveys of Western nations. If the world, especially the information worl d is globalizing, national differences might be expected to be disappearing. However the results suggest that organizations in Scotland, although on a par with the rest of UK, are lagging behind Continental Europe and the US considerably. Analysis was als o carried out by sector which confirmed previous findings of sectorial bias, and by rank, which corroborated a bias in terms of organization size. The conclusions are that companies which report doing BPR are generally satisfied with their success. BPR is a relatively new phenomenon in Scotland. Nevertheless, the patterns of emerging practice characterize those of more mature re-engineering nations.","PeriodicalId":100208,"journal":{"name":"Business Change and Re-engineering","volume":null,"pages":null},"PeriodicalIF":0.0000,"publicationDate":"1996-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"13","resultStr":"{\"title\":\"Business Process Re‐engineering in Scotland: Survey and Comparison\",\"authors\":\"S. Sockalingam, A. Doswell\",\"doi\":\"10.1002/(SICI)1099-0828(199612)3:4<33::AID-BCR76>3.0.CO;2-2\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"This paper reports on empirical investigation into the practice of business process re-engineering (BPR) in Scotland and compares this practice with that reported from other surveys of Western nations. If the world, especially the information worl d is globalizing, national differences might be expected to be disappearing. However the results suggest that organizations in Scotland, although on a par with the rest of UK, are lagging behind Continental Europe and the US considerably. Analysis was als o carried out by sector which confirmed previous findings of sectorial bias, and by rank, which corroborated a bias in terms of organization size. The conclusions are that companies which report doing BPR are generally satisfied with their success. BPR is a relatively new phenomenon in Scotland. Nevertheless, the patterns of emerging practice characterize those of more mature re-engineering nations.\",\"PeriodicalId\":100208,\"journal\":{\"name\":\"Business Change and Re-engineering\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":0.0000,\"publicationDate\":\"1996-12-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"13\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Business Change and Re-engineering\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1002/(SICI)1099-0828(199612)3:4<33::AID-BCR76>3.0.CO;2-2\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Business Change and Re-engineering","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1002/(SICI)1099-0828(199612)3:4<33::AID-BCR76>3.0.CO;2-2","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Business Process Re‐engineering in Scotland: Survey and Comparison
This paper reports on empirical investigation into the practice of business process re-engineering (BPR) in Scotland and compares this practice with that reported from other surveys of Western nations. If the world, especially the information worl d is globalizing, national differences might be expected to be disappearing. However the results suggest that organizations in Scotland, although on a par with the rest of UK, are lagging behind Continental Europe and the US considerably. Analysis was als o carried out by sector which confirmed previous findings of sectorial bias, and by rank, which corroborated a bias in terms of organization size. The conclusions are that companies which report doing BPR are generally satisfied with their success. BPR is a relatively new phenomenon in Scotland. Nevertheless, the patterns of emerging practice characterize those of more mature re-engineering nations.