Tools for Inventing Organizations: Toward a Handbook of Organizational Processes
Thomas W. Malone, Kevin Crowston, Jintae Lee, Brian Pentland, Chrysanthos Dellarocas, George Wyner, John Quimby, Charles S. Osborn, Abraham Bernstein, George Herman, Mark Klein, Elissa O'Donnell
Management Science · 1999 · Volume 45 · Issue 3
Abstract
This paper describes a novel theoretical and empirical approach to tasks such as business process redesign and knowledge management. The project involves collecting examples of how different organizations perform similar processes, and organizing these examples in an on-line “process handbook.” The handbook is intended to help people: (1) redesign existing organizational processes, (2) invent new organizational processes (especially ones that take advantage of information technology), and (3) share ideas about organizational practices. A key element of the work is an approach to analyzing processes at various levels of abstraction, thus capturing both the details of specific processes as well as the “deep structure” of their similarities. This approach uses ideas from computer science about inheritance and from coordination theory about managing dependencies. A primary advantage of the approach is that it allows people to explicitly represent the similarities (and differences) among related processes and to easily find or generate sensible alternatives for how a given process could be performed. In addition to describing this new approach, the work reported here demonstrates the basic technical feasibility of these ideas and gives one example of their use in a field study.
Keywords
business process redesign, knowledge management, process handbook, organizational design, organizational learning
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