Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/1460
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dc.contributorDepartment of Industrial and Systems Engineering-
dc.creatorDalmaris, P-
dc.creatorTsui, E-
dc.creatorHall, B-
dc.creatorSmith, B-
dc.date.accessioned2014-12-11T08:24:48Z-
dc.date.available2014-12-11T08:24:48Z-
dc.identifier.issn1463-7154-
dc.identifier.urihttp://hdl.handle.net/10397/1460-
dc.language.isoenen_US
dc.publisherEmeralden_US
dc.rightsBusiness Process Management Journal © 2007 Emerald Group Publishing Limited.en_US
dc.subjectProcess managementen_US
dc.subjectKnowledge managementen_US
dc.titleA framework for the improvement of knowledge-intensive business processesen_US
dc.typeJournal/Magazine Articleen_US
dc.identifier.spage279-
dc.identifier.epage305-
dc.identifier.volume13-
dc.identifier.issue2-
dc.identifier.doi10.1108/14637150710740509-
dcterms.abstractPurpose – This paper aims to present research into the improvement of knowledge-intensive business processes.-
dcterms.abstractDesign/methodology/approach – A literature review is conducted that indicates that a gap exists in the area of knowledge-based business process improvement (KBPI). Sir Karl Popper’s theory of objective knowledge is used as a conceptual basis for the design of a business process improvement (BPI) framework. Case studies are conducted to evaluate and further evolve the improvement framework in two different organisations.-
dcterms.abstractFindings – Highlights the gap in the literature. Draws attention to the merits of KBPI. Reports on the design of an improvement framework for knowledge-intensive business processes, and on the lessons learned from the conducted case studies.-
dcterms.abstractResearch limitations/implications – Practical and time constraints limit the scope of the case studies. General applicability can be inferred, but not tested, due to the small number of case studies.-
dcterms.abstractPractical implications – A new practical way to achieve performance improvement, that utilises structured tools on intangible organisational assets. The framework can be applied by organisations that run knowledge-intensive business processes.tested, due to the small number of case studies.-
dcterms.abstractOriginality/value – This paper addresses a gap in the area of KBPI. It combines concepts from business process management with a robust theory of knowledge to design a practical improvement framework. The paper also contains interesting argumentation supporting the use of Karl Popper’s epistemology in BPI and knowledge management.-
dcterms.accessRightsopen accessen_US
dcterms.bibliographicCitationBusiness Process Management Journal, 2007, vol. 13, no. 2, p. 279-305-
dcterms.isPartOfBusiness Process Management Journal-
dcterms.issued2007-
dc.identifier.scopus2-s2.0-34147191426-
dc.identifier.rosgroupidr30574-
dc.description.ros2006-2007 > Academic research: refereed > Publication in refereed journal-
dc.description.oaAccepted Manuscripten_US
dc.identifier.FolderNumberOA_IR/PIRAen_US
dc.description.pubStatusPublisheden_US
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