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Creating a knowledge management architecture for business process change.
| Content Provider | CiteSeerX |
|---|---|
| Author | Vanhoenacker, Jurgen Bryant, Antony Leeds, Ls Qs Dedene, Guido |
| Abstract | In this paper we seek to elaborate on a recent understanding that successfully inducing business process change is highly dependent upon the knowledge management capabilities of an organization. From this perspective, we believe that the current methodological basis for business process management lacks transparency and, very often, fundamental justification. Most methodological support advanced in the literature is taken too often for granted, and does not seize business process change as a knowledge creation effort. As a consequence, many business process professionals fail to mobilize, exploit and capitalize on the organizational knowledge base, which is needed for inducing business process change. In this paper, we will explain some of these methodological shortcomings, and offer the SPARTA framework for developing a far more inclusive, integrative and |
| File Format | |
| Access Restriction | Open |
| Subject Keyword | Business Process Change Knowledge Management Architecture Knowledge Management Capability Business Process Management Methodological Support Knowledge Creation Effort Many Business Process Professional Methodological Shortcoming Current Methodological Basis Fundamental Justification Organizational Knowledge Base Sparta Framework Recent Understanding |
| Content Type | Text |
| Resource Type | Article |
