| Vorliegende Sprache |
eng |
| Hinweise auf parallele Ausgaben |
77196496X Erscheint auch als (Druck-Ausgabe): ‡Tønnessen, Tor: Managing process innovation through exploitation and exploration |
| ISBN |
978-3-658-04402-2 |
| Name |
Tønnessen, Tor |
| T I T E L |
Managing Process Innovation through Exploitation and Exploration |
| Zusatz zum Titel |
A Study on Combining TQM and BPR in the Norwegian Industry |
| Verlagsort |
Wiesbaden ; s.l. |
| Verlag |
Springer Fachmedien Wiesbaden |
| Erscheinungsjahr |
2014 |
| 2014 |
| Umfang |
Online-Ressource (XVII, 318 p. 23 illus, online resource) |
| Reihe |
Advances in Information Systems and Business Engineering |
| Notiz / Fußnoten |
Description based upon print version of record |
| Weiterer Inhalt |
Preface and Acknowledgements; Résumé; Contents; 1 Introduction; 1.1 Combining exploitation and exploration; 1.2 Research question; 1.3 Structure; 2 Theoretical departure and approach - balancing exploitation and exploration; 2.1 Process models; 2.2 Exploitation and exploration capabilities. Trade-off or mutually reinforcing?; 2.3 Summary; 3 Total Quality Management; 3.1 Background; 3.2 Definitions; 3.2.1 Quality defined; 3.2.2 Total Quality defined; 3.2.3 Total Quality Management defined; 3.3 TQM as a complete management concept; 3.4 The EFQM Excellence model; 3.5 Some challenges. 3.6 TQM as one approach to the building of exploitation capability3.7 Summary; 4 Business Process Reengineering; 4.1 The process hierarchy; 4.2 Some challenges, contradictions and vagueness in the BPR concept; 4.3 Common stages in BPR processes; 4.4 BPR as one approach to the building of radical process exploration capability; 4.5 Summary; 5 Is a synergistic approach to the combining of TQM and BPR appropriate?; 5.1 The interdependence between radical innovations and continuous improvement; 5.2 Slow or fast growing economies - different needs at different times, or?. 5.3 Learning as a driving force to a synergistic combining of continuous improvement and radical innovation5.4 Business Process Management (BPM); 5.5 Summary; 6 Research model and definitions; 6.1 Research Model; 6.2 Clarifications and definitions; 6.2.1 Innovation; 6.2.2 Exploitation and exploration; 6.2.3 Incremental and radical innovation; 6.2.4 Contrasting characteristics of TQM and BPR; 6.3 Summary; 7 Research design; 7.1 Background and historical lines - The Norwegian Action Research tradition and the national research programs this research i; 7.1.1 The heritage from Kurt Lewin. 7.1.2 Enterprise Development 20007.1.3 Value Creation 2010; 7.1.4 Overall research objective for the action research at IRIS; 7.2 Methodological choice; case study design; 7.2.1 Advantages of choosing a case study design in my research setting compared to alternative methods; 7.2.2 Research challenges and case study strategy; 7.2.3 The components of my case study designs; 7.2.4 Validity and reliability challenges; 7.2.5 Additional and specific aspects of doing case studies through action research; 7.2.6 The case study - comments to common criticism; 7.3 Summary. 8 Combining TQM and BPR synergistically, Aker Stord - a case study8.1 Start-up of TKA at Aker Stord and timeline; 8.2 TKA: The basic philosophy and strategy. The importance of employee participation; 8.3 Interpreting "employee participation in TKA"; 8.3.1 Theoretical definition; 8.3.2 Operational definition; 8.4 The practical carrying out of the audits "Employee participation in TKA"; 8.5 Results from the first audit. Employee participation in TKA at Aker Stord in 1996; 8.5.1 A summary of the results of the 1996 audit; 8.5.2 Observations. 8.5.3 Recommendations from the 1996 audit "Employee Participation in TKA" |
| Titelhinweis |
Druckausg.ISBN: 978-365-80440-2-2 |
| Erscheint auch als (Druck-Ausgabe): ‡Tønnessen, Tor: Managing process innovation through exploitation and exploration |
| ISBN |
ISBN 978-3-658-04403-9 |
| Klassifikation |
K |
| BUS000000 |
| KJ |
| BUS042000 |
| 658.401309481 |
| 658.406309481 |
| 650 |
| 330 |
| HB71-74 |
| Kurzbeschreibung |
In order to stay efficient, companies need to improve their existing business processes on a continuous basis. To ensure competitive edge, it is essential for companies to adapt radically to new business opportunities and when external demands change. However, experience and research show that companies have difficulties managing both the continuous improvement of the existing system and radical change at the same time. By using TQM and BPR to represent the two approaches to change Tor Tønnessen contributes to the understanding of the challenges of this integration and shows ways to accomplish a successful synergistic combining of the two approaches. Contents · The Challenges of Integrating Continuous Improvement and Radical Change in the Same System at the Same Time · Combining TQM and BPR Synergistically in a Norwegian Industrial Setting · New Tools to Support a Synergistic Combining of Continuous Improvement and Radical Change Target Groups Academics, scholars, practitioners, and leaders in the fields of business process management, change management, organization, innovation, business development, quality, HSE, industrial relations, and re-engineering. The Author Tor Tønnessen, PhD, works on the development of an oil company’s strategy and concept for Integrated Operations. He also supports large field development projects in developing their Integrated Operations strategy and solutions. The Editor(s) The series Advances in Information Systems and Business Engineering is edited by Ulrike Baumöl, Jan vom Brocke and Reinhard Jung. |
| 1. Schlagwortkette |
Norwegen |
| Unternehmen |
| Restrukturierung |
| Qualitätsmanagement |
| ANZEIGE DER KETTE |
Norwegen -- Unternehmen -- Restrukturierung -- Qualitätsmanagement |
| SWB-Titel-Idn |
399528040 |
| Signatur |
Springer E-Book |
| Bemerkungen |
Elektronischer Volltext - Campuslizenz |
| Elektronische Adresse |
$uhttp://dx.doi.org/10.1007/978-3-658-04403-9 |
| Internetseite / Link |
Volltext |
| Siehe auch |
Volltext |
| Siehe auch |
Cover |
