A KM Strategy for Improving the BPR Process

Jamal El-Den; Zhou Xin

A KM Strategy for Improving the BPR Process

Research output: Chapter in Book/Report/Conference proceeding › Conference Paper published in Proceedings › peer-review

Abstract

The paper argues that implementing a knowledge management (KM) strategy during the implementation of Business Process Re-engineering (BPR) would improve, in terms of effectiveness, efficiency, speed, and accuracy, the phases of the BPR. A specific BPR process from the literature was chosen. The paper provides a strategy on how KM, in particular tacit knowledge management, can be introduced during the execution of the first three phases of the identified BPR process. The paper identifies for each of these phases the type and kind of knowledge sources, what knowledge should be captured? What knowledge should be nurtured and retained? In addition, the paper addresses tacit knowledge transformation among the phases as a result of the capture and nurture of such knowledge among the members of the team involved in the BPR process.

Original language	English
Title of host publication	Proceedings of the 12th European Conference on Knowledge Management
Editors	Franz Lehner, Klaus Bredi
Place of Publication	Reading, United Kingdom
Publisher	Academic Publishing
Pages	267-274
Number of pages	8
ISBN (Print)	9781-1-908272-10-2
Publication status	Published - 2011
Event	European Conference on Knowledge Management (EKM 2011 12th) - Passau, Germany, Passau, Germany Duration: 1 Sep 2011 → 1 Sep 2011 Conference number: 2011 (12th)

Conference

Conference	European Conference on Knowledge Management (EKM 2011 12th)
Abbreviated title	EKM
Country/Territory	Germany
City	Passau
Period	1/09/11 → 1/09/11

Cite this

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title = "A KM Strategy for Improving the BPR Process",

abstract = "The paper argues that implementing a knowledge management (KM) strategy during the implementation of Business Process Re-engineering (BPR) would improve, in terms of effectiveness, efficiency, speed, and accuracy, the phases of the BPR. A specific BPR process from the literature was chosen. The paper provides a strategy on how KM, in particular tacit knowledge management, can be introduced during the execution of the first three phases of the identified BPR process. The paper identifies for each of these phases the type and kind of knowledge sources, what knowledge should be captured? What knowledge should be nurtured and retained? In addition, the paper addresses tacit knowledge transformation among the phases as a result of the capture and nurture of such knowledge among the members of the team involved in the BPR process.",

keywords = "Business process re-engineering, KM strategy, Knowledge sources, Tacit knowledge, Three phasis, Knowledge engineering, Knowledge management, Reengineering, Management science",

author = "Jamal El-Den and Zhou Xin",

year = "2011",

language = "English",

isbn = "9781-1-908272-10-2",

pages = "267--274",

editor = "Franz Lehner and Klaus Bredi",

booktitle = "Proceedings of the 12th European Conference on Knowledge Management",

publisher = "Academic Publishing",

note = "European Conference on Knowledge Management (EKM 2011 12th), EKM ; Conference date: 01-09-2011 Through 01-09-2011",

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TY - GEN

T1 - A KM Strategy for Improving the BPR Process

AU - El-Den, Jamal

AU - Xin, Zhou

N1 - Conference code: 2011 (12th)

PY - 2011

Y1 - 2011

N2 - The paper argues that implementing a knowledge management (KM) strategy during the implementation of Business Process Re-engineering (BPR) would improve, in terms of effectiveness, efficiency, speed, and accuracy, the phases of the BPR. A specific BPR process from the literature was chosen. The paper provides a strategy on how KM, in particular tacit knowledge management, can be introduced during the execution of the first three phases of the identified BPR process. The paper identifies for each of these phases the type and kind of knowledge sources, what knowledge should be captured? What knowledge should be nurtured and retained? In addition, the paper addresses tacit knowledge transformation among the phases as a result of the capture and nurture of such knowledge among the members of the team involved in the BPR process.

AB - The paper argues that implementing a knowledge management (KM) strategy during the implementation of Business Process Re-engineering (BPR) would improve, in terms of effectiveness, efficiency, speed, and accuracy, the phases of the BPR. A specific BPR process from the literature was chosen. The paper provides a strategy on how KM, in particular tacit knowledge management, can be introduced during the execution of the first three phases of the identified BPR process. The paper identifies for each of these phases the type and kind of knowledge sources, what knowledge should be captured? What knowledge should be nurtured and retained? In addition, the paper addresses tacit knowledge transformation among the phases as a result of the capture and nurture of such knowledge among the members of the team involved in the BPR process.

KW - Business process re-engineering

KW - KM strategy

KW - Knowledge sources

KW - Tacit knowledge

KW - Three phasis, Knowledge engineering

KW - Knowledge management

KW - Reengineering, Management science

UR - https://www.scopus.com/record/display.uri?eid=2-s2.0-84872669377&origin=inward&txGid=bc17f5f720ea725065483e58ffd7065e

M3 - Conference Paper published in Proceedings

SN - 9781-1-908272-10-2

SP - 267

EP - 274

BT - Proceedings of the 12th European Conference on Knowledge Management

A2 - Lehner, Franz

A2 - Bredi, Klaus

PB - Academic Publishing

CY - Reading, United Kingdom

T2 - European Conference on Knowledge Management (EKM 2011 12th)

Y2 - 1 September 2011 through 1 September 2011

ER -

A KM Strategy for Improving the BPR Process

Abstract

Conference

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