Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor | Graduate School of Business | en_US |
| dc.creator | Choi, Mei-king Kingdy | - |
| dc.identifier.uri | https://theses.lib.polyu.edu.hk/handle/200/1811 | - |
| dc.language | English | en_US |
| dc.publisher | Hong Kong Polytechnic University | - |
| dc.rights | All rights reserved | en_US |
| dc.title | Determinants of successful process re-engineering as a consequence of outsourcing : a case study | en_US |
| dcterms.abstract | Business Process Reengineering is the fundamental rethinking and radical redesign of business process to achieve performance breakthrough. It is to eliminate non-value-added processes and simplify less-value-added, non-core processes. An effective way of simplifying non-core processes is outsourcing, which is to employ outside entities to manage processes or functions formerly carried out inside a company. In order to achieve the successful process reengineering via outsourcing, the company must understand the organizational change implications of pursuing an outsourcing strategy and integrate the BPR and outsourcing during the implementation of reengineering. This dissertation is going to investigate the determinant factor, which is important for the company to establish the successful of process re-engineering. The company in this study (FW) is a leading brand watch company in the industry of timepiece. In face of a constantly changing business environment, complete understanding of the customer needs is very important. Outsourcing offers new opportunity to the company especially regarding the introduction of the new product development process. To what degree and in what tine the product development process can be improved depends on several facts such as internal analysis, supplier selection and outsourcing decision. Also, the organization change can play an important role during the implementation phase to facilitate changes in processes as well as in the organization structure, culture and politics. This dissertation defines three propositions that are critical to influence the success of business process reengineering. That is: 1) outsourcing decision; 2) four-dimensions of organization change which has been classified as process, structure, culture and politics; 3) three-stage approach which is defined as the process of an internal analysis, supplier selection and outsourcing decision. After the research study, it can be concluded that two main theories (i.e. four-dimensional organization and three-stage approach) are facilitated the BPR implementation, whereby outsourcing is a dominant factor of successful process reengineering. | en_US |
| dcterms.extent | vii, 158 leaves : ill. ; 30 cm | en_US |
| dcterms.isPartOf | PolyU Electronic Theses | en_US |
| dcterms.issued | 2004 | en_US |
| dcterms.educationalLevel | All Master | en_US |
| dcterms.educationalLevel | M.Sc. | en_US |
| dcterms.LCSH | Hong Kong Polytechnic University -- Dissertations | en_US |
| dcterms.LCSH | Reengineering (Management) | en_US |
| dcterms.LCSH | Contracting out | en_US |
| dcterms.accessRights | restricted access | en_US |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| b17815939.pdf | For All Users (off-campus access for PolyU Staff & Students only) | 4.14 MB | Adobe PDF | View/Open |
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