Business process re-engineering and organisational change : evaluation of implementation strategies

This thesis is based on research carried out within the CONDOR project funded underthe European ESPRIT programme, which is a partnership between English, French,and Swedish construction companies. The thesis aims at presenting empiricalevidence and discussion that moves toward a theory of successful implementation ofchange initiatives such as business process re-engineering trying to identif' its maincomponents. The thesis challenges the concept of business proàess re-engineeringtrying to add to the body of knowledge in this area through the development of a newbusiness process re-engineering methodology applied and evaluated in the three casestudies which were participated in the research.The research methodology used is a combination of quantitative and qualitativeresearch methods (triangulation technique). A major element of the thesis is theempirical work carried out, in which the researcher was actively involved using thenew business process re-engineering methodology.The analysis of both qualitative and quantitative results showed that the basis of asuccessful business process re-engineering should concern the development of someorganisational characteristics, which would prepare the organisation for a moreholistic form of organisational change.Finally, the thesis draws together the different problems and questions that arise inorder to develop a business process re-engineering strategy, based upon the literatureand empirical findings, in order to improve organisational effectiveness and help theorganisations to survive in a continuously changing environment

Valorizing the Human Capital Within Organizations : A Competency Based Approach

Changes in the business environment and in the nature of work itself require the implementation of integrated and flexible methodologies in competencies’ definition in order to valorize the human capital and achieve organizational targets in a future-oriented perspective. However, extant research suggests that the available approaches to competency definition are more focused on describing past behaviors than on anticipating future requirements. Therefore, this study endeavors to provide a competency-based model that supports the top management in the identification of the competencies employees should posses, highlighting crucial competencies that can translate the strategy and vision of the organization into behaviors, skills, and terms that people can easily understand and implement. The results of our explorative case study led us to identify a set of competencies (digital/analytical/technical/adaptive/combinative/proactive), classified following the Knowledge Skills Attitudes (KSA) model, that collectively lead to a successful definition of future-oriented competencies.© 2019 Springer. This is a post-peer-review, pre-copyedit version of an article published in Advances in Human Factors, Business Management and Society. AHFE 2018. The final authenticated version is available online at: https://doi.org/10.1007/978-3-319-94709-9_6fi=vertaisarvioitu|en=peerReviewed

Tomorrow’s Digital Worker : A Critical Review and Agenda for Building Digital Competency Models

In competency management studies, scholars call for the importance of digital savviness to hire, train, and develop new digital workers. Yet, the knowledge about the development of such a competence is still scarce. For this endeavor, we followed a systematic literature review to identify a sample of 103 published scientific articles and book chapters dealing with the development and implementation of competency tools in the past 10 years. To our surprise, our review suggests that the landscape of competency tools is surprisingly obsolete and that contemporary requirements of digitization have not yet been incorporated into updated usable competency tools. Through this review our hope is to provide competency managers and researchers with a framework to advance and upgrade their competency tools to address the gap between existing know how and the needed expertise of the digital world.© 2020 Springer. This is a post-peer-review, pre-copyedit version of an article published in Advances in Human Factors, Business Management and Leadership Proceedings of the AHFE 2020 Virtual Conferences on Human Factors, Business Management and Society, and Human Factors in Management and Leadership, July 16-20, 2020, USA. The final authenticated version is available online at: https://doi.org/10.1007/978-3-030-50791-6_14fi=vertaisarvioitu|en=peerReviewed

Business process re-engineering and organisational change Evaluation of implementation strategies

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Work engagement and job crafting as conditions of ambivalent employees’ adaptation to organizational change

This work focuses on how mixed feelings serve adaptive functions in organizational change. Failing to recognize that attitudes to change may involve both positive and negative evaluations of the change at the same time may affect change implementation. This article explored the relationship between ambivalence to change and adaptive performance in the context of an acquisition using a diary study. We also examined work engagement and job crafting as specific conditions under which ambivalence can lead to adaptive or nonadaptive courses of action. Our results showed that the relationship between ambivalence to change and adaptive performance is positive but not robust. We uncovered two conditions that increase ambivalent employees’ chances to adapt to organizational change: (1) either employees display high work engagement or (2) they display high reducing demands and low seeking resources. Analyses of change recipients’ reactions beyond dichotomous ones and their mechanisms will better inform practitioners and researchers