A knowledge-centric framework for process redesign

Abstract

Research in the area of business process redesign has traditionally focused on performance metrics for measuring process change. However, from the perspective of an employee performing the business process, such measurements are inadequate because they fail to account for the knowledge change required for the employee to perform the new process. This paper explores process redesign from a knowledge perspective. We introduce the concept of a knowledge gap when a process is redesigned and, using theories of learning transfer, identify several process knowledge elements. A framework incorporating these knowledge elements can be used to assess knowledge change during process redesign. We illustrate the use of this framework in a case study, the process redesign at Campus Health department of a large public university.

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