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Cited by

• 2011Do 70 Per Cent of All Organizational Change Initiatives Really Fail?268 cited
• 1996Change Agentry — the Next IS Frontier*242 cited
• 2000Integrated Analysis and Design of Knowledge Systems and Processes182 cited
• 1999When success turns into failure: a package-driven business process re-engineering project in the financial services industry154 cited
• 2002Program Management and Complexity of ERP Implementations135 cited
• 2010From ‘Glass Ceilings’ to ‘Firewalls’— Different Metaphors for Describing Discrimination133 cited
• 1996Re‐Engineering the Sense of Self: the Manager and the Management Guru*132 cited
• 1999The growing interest in spirituality in business125 cited
• 1998Redesigning Reengineering Through Measurement-Driven Inference*123 cited
• 1998Seeing environmental opportunities: effects of intrapreneurial ability, efficacy, motivation and desirability121 cited
• 1998Automating the Discovery of AS-IS Business Process Models: Probabilistic and Algorithmic Approaches118 cited
• 2008A Business Process Intelligence System for Enterprise Process Performance Management116 cited
• 2003BPR: alive and well in the public sector110 cited
• 1997“Let Them Eat Cake”: Globalization, Postmodern Colonialism, and the Possibilities of Justice