The New Industrial Engineering: Information Technology and Business Process Redesign
By T. Davenport, James E. Short. 2011
1,933 citations recorded by the source corpus.
View Paper: https://www.semanticscholar.org/paper/e0060af074e42e9c1859b0b7ff7007ec3f028863
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
- Cor N. Verdouw
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- Ho Geun Lee
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- Kyung Kyu Kim
Citations in the corpus
- IT Capabilities, Process-Oriented Dynamic Capabilities, and Firm Financial Performance (2011, background): “Also, PDCs can result in timely and accurate decision making (Davenport & Short, 1990; Eisenhardt & Martin, 2000; Sher & Lee, 2004).”
- Do business process reengineering projects payoff? Evidence from the United States (2010, methodology): “BPR was first described by Davenport and Short [9] and Hammer [10].”
- Computing (2021, methodology): “One such example has captured a way to use electrodermal activity to quantify the response to dilapi dated infrastructure; they found that these detections were possible [Yadav et al. 2018].”
- The Evolution of Management Models: A Neo-Schumpeterian Theory (2018, background): “…management model that we call the ‘‘business process’’ model, which was initially dominated by two competing management concepts: business process reengineering (BPR) (Hammer, 1990; Hammer and Champy, 1993) and business process redesign (Davenport and Short, 1990; Davenport, 1993).”
- Big Data in Smart Farming – A review (2017, methodology): “A business process is a set of logically related tasks performed to achieve a de fi ned business outcome (Davenport and Short, 1990).”
- Digital transformation and the new logics of business process management (2020, unknown): “For example, Davenport and Short (1990) recommend that, if not all, at least some critical processes should be redesigned and that existing processes should be understood and measured accurately.”
- Human Trust in Artificial Intelligence: Review of Empirical Research (2020, background): “Past research demonstrates that the adjustment of employees to new technologies is a key factor in translating technological advances into business revenue (Davenport & Short, 1990).”