Reframing the Behavioural Analysis of Re-Engineering: An Exploratory Case
本文借鉴对功能失调和成瘾性社会行为的研究，分析组织变革中的人与社会政治因素，提出基于组织成瘾模型的方法论，以解释为何业务流程再造常令人失望。
This paper examines the application of the concepts and research derived from studies of dysfunctional and addictive social behaviours to the implementation of change in an organizational arena. The majority of work on change management and, more specifically, re-engineering has been dominated by an emphasis on technical issues and macro-constructs that are important components in achieving successful process-change programmes. However, is it increasingly recognized that the emphasis on these is the cause of widespread disappointment with business process re-engineering. This paper argues that the management of the human and sociopolitical issues of change is a critical factor in determining the success or failure of process-re-engineering projects. It further suggests a methodology that may facilitate examination of these issues within any particular organization, based upon an organizational addictive model, which is developed in this paper.