Fragmenting the function‐process interface: The role of process benchmarking

Abstract

Business functions and business processes are two constructs that have emerged as key elements of the Reengineering and Benchmarking discourses. Historically there has been an implied dichotomy between functional “silos” and cross‐functional processes. It is contended that the resultant dualism has led to oversimplification of the interfaces in process based organisations. Seeks to extend the function‐process organisational constructs into a more multi‐faceted issue where many differing organisational groupings are linked by business processes, as in the case of network organisations. A multiple case research methodology was applied to organisations, which were at different stages of function‐process development. The key research question was to determine the key factors involved as an organisation moved from a more simple function‐process perspective to a more complex network‐process development. The findings indicated that process benchmarking was a key element throughout this development and that the approach taken to benchmarking also changed throughout.

Citation

McAdam, R. (2001), "Fragmenting the function‐process interface: The role of process benchmarking", Benchmarking: An International Journal, Vol. 8 No. 4, pp. 332-349. https://doi.org/10.1108/EUM0000000005953