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The Dutch IOR Approach to Organizational Design: An Alternative to Business Process Re-engineering?
16 references·10 citing·30 second hop
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References

  • 1993Reengineering the corporation: A manifesto for business revolution6,454 cited
  • 1970Participation and Democratic Theory6,156 cited
  • 2012Post-Capitalist Society3,562 cited
  • 1951Some Social and Psychological Consequences of the Longwall Method of Coal-Getting3,360 cited
  • 2011The New Industrial Engineering: Information Technology and Business Process Redesign3,035 cited
  • 1990Reengineering Work: Don’t Automate, Obliterate2,922 cited
  • 1993Post capitalist society708 cited
  • 2004International Sociology397 cited
  • 2018The New Productivity Challenge375 cited
  • 1993Competing with flexible lateral organizations330 cited
  • 2016Characteristics of Socio-Technical Systems307 cited
  • 1996The Search Conference: A Powerful Method for Planning Organizational Change and Community Action197 cited
  • 1995The Social Engagement of Social Science: A Tavistock Anthology170 cited
  • 2016Dialogue and Development159 cited
  • 1996Beyond Theory: Changing organizations through participation147 cited
  • 1969Systems thinking : selected readings

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142 cited

Cited by

  • 2009Handbook of Research on Socio-Technical Design and Social Networking Systems142 cited
  • 2012Autonomous work groups and the challenge of inter-group coordination66 cited
  • 2008Socially sustainable work organizations: A chaordic systems approach63 cited
  • 2004Organization Development and Change Interventions43 cited
  • 2011Toward a Dynamic Description of the Attributes of Organizational Change42 cited
  • 2009Reflections on a Reflective Cycle: Building Legitimacy in Design Knowledge Development41 cited
  • 2003Lifting parts: putting conceptual insights into practice41 cited
  • 2008Challenging Organizational Change Research30 cited
  • 2006First organise, then automate: a modern socio‐technical view on ERP systems and teamworking26 cited
  • 2017Competition for control over the labour process as a driver of relocation of activities to a shared services centre20 cited