A high level model of the organisation is built using the system dynamics method and an operations management perspective. The organisation is portrayed as a process linking the key competitive capabilities of cost, quality, time and flexibility. Empirical data are used to calibrate the model and predict improvements stemming from business process reengineering (BPR). The model is evaluated and suggestions made for future developments. The study highlights the need for more data on the outcomes of BPR and the need for more knowledge on how competitive capabilities are linked.
Burgess, T. (1998), "Modelling the impact of reengineering with system dynamics", International Journal of Operations & Production Management, Vol. 18 No. 9/10, pp. 950-963. https://doi.org/10.1108/01443579810225540Download as .RIS
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