A framework for integrating GroupWare technology and business process improvement

Evaluative research on GroupWare technology in organisations has been concerned mainly with the efJects and role of GroupWare as a new interactive medium replacing, or, for that matter, extending face-to-face comnnmication in groups. GroupWare as a subset of Computer Group Support Systems (CGSS) has mostly foclfsed on the benefits and drawbacks from a group interac­ tion perspective. This narrow approach tends to disregard the enabling roll' and impact of some of the other invaluable functions of GroupWare, such as group access, and its contribution to infor­ mation management and use within the organisation. This paper explores the opportunities and constraints present in attempting to integrate GroupWare technology and business process improvement (BPI) in a public service department in one of the member statcs of the Southern African Development Community (SADC). Action research is llsed to facilitate thc supportive and enabling role of asynchronous GroupWare in BPI initiatives. The efficiency and effectiveness of the business processes may be achieved through asynchronous GroupWare support to group communication, as well as through several other publics (such as access to and sharing of historical information). Furthermore, it provides a repository and/or data­ base of information about the business processes. A framework is proposed that integrates Group Ware technology (Lotus Notes electronic mail sys­ tem) with a BPI meta-process, and it is shown how tllis impacts on the efficiency and effectiveness of the department.

[1]  Jeffrey K. Liker,et al.  Bringing Japanese Continuous Improvement Approaches to U.S. Manufacturing: The Roles of Process Orientation and Communications* , 1995 .

[2]  S. MacEachern.  The race is on. , 1983, Modern healthcare.

[3]  Jaime F. Serida-Nishimura.  An Organizational Culture Perspective for the Study of Group Support Systems , 1994, ICIS.

[4]  M. El-den,et al.  Emerging Varieties of Action Research: Introduction to the Special Issue , 1993 .

[5]  Robert J. McQueen,et al.  Groupware: Experience in New Zealand , 1992 .

[6]  F. Dattilio,et al.  Groups: Theory and Experience , 1986 .

[7]  Frederick Hewitt,et al.  BPR Perceptions, Practices and Expectations—A UK Study , 1996 .

[8]  K. Hambridge.  Action research. , 2000, Professional nurse.

[9]  Alan R. Dennis,et al.  Re-engineering business process modeling , 1994, 1994 Proceedings of the Twenty-Seventh Hawaii International Conference on System Sciences.

[10]  James D. Hollan,et al.  Supporting informal communication via ephemeral interest groups , 1992, CSCW '92.

[11]  Jr. Robert Max Daniels.  Enterprise analyzer: electronic assistance for redesigning organizational processes , 1992 .

[12]  Thomas H. Davenport,et al.  Managing Information about Processes , 1995, J. Manag. Inf. Syst..

[13]  A. H. Love.  Serving two masters. , 1989, The Ulster medical journal.

[14]  Thomas Y. Choi,et al.  Conceptualizing continuous improvement: Implications for organizational change , 1995 .

[15]  Stephen J. Childe,et al.  Current issues in business process re‐engineering , 1995 .

[16]  Jay F. Nunamaker,et al.  Electronic meeting systems , 1991, CACM.

[17]  Andrew B. Whinston,et al.  Computer support of organization design and learning , 1993 .

[18]  Kock,et al.  Quality Management and Groupware , 1994 .

[19]  P. Libby.  The Scientific American , 1881, Nature.

[20]  Sirkka L. Jarvenpaa,et al.  Business Process Redesign: Tactics for Managing Radical Change , 1995, J. Manag. Inf. Syst..

[21]  Fenguangzhai Song.  CD , 1992 .

[22]  F. Damanpour.  Innovation Type, Radicalness, and the Adoption Process , 1988 .

[23]  Laurie P. Dringus,et al.  Book Review of: Paradigm shift: the new promise of information technology, Tapscott D. (ed), Caston A. McGraw-Hill, Inc., New York, NY, 1993 , 1993 .

[24]  Michael Hammer,et al.  Reengineering Work: Don’t Automate, Obliterate , 1990 .

[25]  James A. Ward.  CONTINUOUS PROCESS IMPROVEMENT , 1994 .

[26]  Lee Sproull,et al.  Computers, Networks and Work. , 1991 .

[27]  D. B. Candlin,et al.  Managing the Introduction of Expert Systems , 1992 .

[28]  Jay F. Nunamaker,et al.  Methodology-Driven Use of Automated Support in Business Process Re-Engineering , 1994, J. Manag. Inf. Syst..

[29]  Clarence A. Ellis,et al.  Groupware: some issues and experiences , 1991, CACM.

[30]  Laku Chidambaram,et al.  Defining Common Ground: Managing Diversity Through Electronic Meeting Systems , 1993, ICIS.

[31]  J. Dutton,et al.  The Adoption of Radical and Incremental Innovations: An Empirical Analysis , 1986 .

[32]  Jim Sheffield,et al.  Using Electronic Meeting Technology to Support Economic Policy Development in New Zealand: Short-Term Results , 1993, J. Manag. Inf. Syst..

[33]  Andrew Clement,et al.  Computing at work: empowering action by “low-level users” , 1994, CACM.

[34]  Wanda J. Orlikowski,et al.  Learning from Notes: organizational issues in groupware implementation , 1992, CSCW '92.

[35]  Nigel King,et al.  Innovation at Work: The Research Literature , 1990 .