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Business Process Redesign: A Critique of Process Innovation by Thomas Davenport as a Case Study in the Literature

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Listed:
  • Jane Craig

    (Australian Graduate School of Management, University of New South Wales, P.O. Box 1, Kensington NSW 2033.)

  • Philip Yetton

    (Australian Graduate School of Management, University of New South Wales, P.O. Box 1, Kensington NSW 2033.)

Abstract

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Suggested Citation

  • Jane Craig & Philip Yetton, 1993. "Business Process Redesign: A Critique of Process Innovation by Thomas Davenport as a Case Study in the Literature," Australian Journal of Management, Australian School of Business, vol. 17(2), pages 285-306, December.
    • Handle: RePEc:sae:ausman:v:17:y:1993:i:2:p:285-306
    DOI: 10.1177/031289629301700207
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    References listed on IDEAS

    as
    1. Lex Donaldson, 1987. "Strategy And Structural Adjustment To Regain Fit And Performance: In Defence Of Contingency Theory," Journal of Management Studies, Wiley Blackwell, vol. 24(1), pages 1-24, January.
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