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Key success factors in implementation of process‐based management: A UK housing association experience

Michaela A. Balzarova (The University of Salford, Manchester, UK)
Christopher J. Bamber (OLC (Europe) Ltd, Preston, UK)
Sharon McCambridge (Space, UK Housing Association, Salford, UK)
John M. Sharp (The University of Salford, Manchester, UK)

Business Process Management Journal

ISSN: 1463-7154

Article publication date: 1 August 2004

Abstract

This paper explores the implementation of a process‐based management system within a service organisation that has recently achieved certification of its quality management system to the ISO 9001:2000 requirements. Many academics and business people alike consider process‐based management as a fundamental requirement of certification to ISO 9001:2000 quality management systems. Hence, this paper discusses the definition of a process‐based management system and also considers, through a literature review, theories relating to the topic. Consequently, a theoretical model is proposed that outlines the factors affecting successful implementation of a process‐based management system. The paper demonstrates that the theoretical model has been assessed within a UK housing association enterprise case study organisation. The case study organisation presented in this paper, shows the potential barriers of implementation of a process‐based management system.

Keywords

Citation

Balzarova, M.A., Bamber, C.J., McCambridge, S. and Sharp, J.M. (2004), "Key success factors in implementation of process‐based management: A UK housing association experience", Business Process Management Journal, Vol. 10 No. 4, pp. 387-399. https://doi.org/10.1108/14637150410548065

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited