Start-up capital and chinese entrepreneurs: the role of family. entrepreneurship theory and practice,
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The role of information technology Edit
Information technology (IT) has historically played an important role in the reengineering concept.[10] It is regarded by some as a major enabler for new forms of working and collaborating within an organization and across organizational borders[citation needed].
BPR literature[11] identified several so called disruptive technologies that were supposed to challenge traditional wisdom about how work should be performed.
Shared databases, making information available at many places
Expert systems, allowing generalists to perform specialist tasks
Telecommunication networks, allowing organizations to be centralized and decentralized at the same time
Decision-support tools, allowing decision-making to be a part of everybody's job
Wireless data communication and portable computers, allowing field personnel to work office independent
Interactive videodisk, to get in immediate contact with potential buyers
Automatic identification and tracking, allowing things to tell where they are, instead of requiring to be found
High performance computing, allowing on-the-fly planning and revisioning
In the mid-1990s, especially workflow management systems were considered a significant contributor to improved process efficiency. Also, ERP (enterprise resource planning) vendors, such as SAP, JD Edwards, Oracle, PeopleSoft, positioned their solutions as vehicles for business process redesign and improvement.
Information technology (IT) has historically played an important role in the reengineering concept.[10] It is regarded by some as a major enabler for new forms of working and collaborating within an organization and across organizational borders[citation needed].
BPR literature[11] identified several so called disruptive technologies that were supposed to challenge traditional wisdom about how work should be performed.
Shared databases, making information available at many places
Expert systems, allowing generalists to perform specialist tasks
Telecommunication networks, allowing organizations to be centralized and decentralized at the same time
Decision-support tools, allowing decision-making to be a part of everybody's job
Wireless data communication and portable computers, allowing field personnel to work office independent
Interactive videodisk, to get in immediate contact with potential buyers
Automatic identification and tracking, allowing things to tell where they are, instead of requiring to be found
High performance computing, allowing on-the-fly planning and revisioning
In the mid-1990s, especially workflow management systems were considered a significant contributor to improved process efficiency. Also, ERP (enterprise resource planning) vendors, such as SAP, JD Edwards, Oracle, PeopleSoft, positioned their solutions as vehicles for business process redesign and improvement.
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