Process invasion as an effective strategy for change in a multi-national company

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Process invasion as an effective strategy for change in a multi-national company

 

Author: Sabesan, A. K
Title: Process invasion as an effective strategy for change in a multi-national company
Degree: M.Sc.
Year: 1997
Subject: International business enterprises -- Management
Management information systems
Hong Kong Polytechnic University -- Dissertations
Department: Dept. of Computing
Pages: v, 125, [43] leaves : ill. ; 30 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b1405552
URI: http://theses.lib.polyu.edu.hk/handle/200/2399
Abstract: This paper describes the strategic information system planning methodology adopted to conduct an experiment in a multinational trading organization with the aid of a derivative model of Value Process and with ultimate objectives of achieving greater customer satisfaction, gaining competitive advantage and exercising better control of the operational procedures. In the information age, the term strategy is appropriately defined as "a calculated move in an unprogrammed situation". Strategies frequently evolve from fragmented, incremental and largely intuitive actions. According to Mintzberg, often, strategy is formed, rather than formulated, as actions convert into patterns and as analysis and implementation merge into a fluid process of learning. This has been found verily true from the research-experiment undertaken by us. This does not however contradict the model-based and structured methods followed throughout. Business processes are groups of decisions and activities required to manage the resources of the organization and they are the basis for information system support (Davis & Olson). The synthesis of information requirements could be accomplished by Process Analysis. The pioneering work on process-based methodology could be traced back to IBM's Business System Planning (BSP). Much water has flown since then and Porter's superior Value Chain concepts later contributed to a comprehensive study in competitiveness and provided a wealth of analytical tools for business planning methods. Value Process model (MIT 90s), representing combined business and operation processes, marched ahead and sought to infiltrate into external organizations' value processes. This concept is called Process Invasion. Thurlby has described in finer detail about the successful implementation of Process Invasion model in Regional Electric Companies in UK. At a time when computing and communications are merging together which the present day world is experiencing, the accomplishment of process synthesis between organizations is not forbidding. Because of its rich analytical inputs and practical values, the Process Invasion method was preferred for this study. The subject organization is a multinational company (within the definition of Bartlett) and issues relating to the international processes were also examined. The advent of the Internet in the business realm ought to change the style of the strategic thinking of the organization. The topic of Internet Business Strategy is touched upon. The evaluation of information system project has been always an arduous task, despite the availability of various techniques. An attempt has been made to justify the project using Information Economics. The above models and tools were extensively used to cope with the unprogrammed situations.

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