Category: 420 (Business process re-engineering)

Title Cat:App Page
Lean, process improvement and customer-focused performance. The moderating effect of perceived organizational context 420:Y QCAS / 68 / 3-4 / 225
A case study on FMEA-based quality improvement of packaging designs in the TFT-LCD industry 420:Y QCAS / 62 / 4 / 345
Towards an extended set of production line performance indicators 420:Y QCAS / 61 / 3 / 241
Prioritising investments in marketing activities to improve business performance 420:Y QCAS / 60 / 5-6 / 515
How are organizational measures really used? 420:Y QCAS / 51 / 1 / 57
The state of business process reengineering: A search for success factors 420:Y QCAS / 50 / 4 / 427
Reengineering of the laundry service at a university campus: A continuous-improvement quality-management methodology 420:Y QCAS / 49 / 4 / 427
Implementation can benefit from quality experience 420:M QCAS / 46 / 6 / 659
When success turns into failure: A package driven business process re-engineering project in the financial services industry 420:S QCAS / 46 / 5 / 533
An empirically derived model of the role of IS networks in business process improvement initiatives 420:Y QCAS / 46 / 5 / 535
Drivers and tracers of business process changes 420:Y QCAS / 45 / 4 / 431
Remember reengineering? The rhetorical appeal of a managerial salvation device 420:A QCAS / 45 / 2 / 185
Smart alternatives to downsizing 420:Y QCAS / 45 / 2 / 187
From benchmarking to business process re-engineering: A case study 420:Y QCAS / 45 / 1 / 75
Reengineering the university 420:Z QCAS / 45 / 1 / 77