Turner, Trevor and Bititci, Umit and Ball, Peter (1999) The viable business structure for managing agility. International Journal of Agile Management Systems, 1 (3). pp. 190-199. ISSN 1465-4652Full text not available in this repository. (Request a copy from the Strathclyde author)
This paper shares the conclusions of the authors with respect to a comparison of Beer’s viable systems model (VSM) and modern business process thinking. These conclusions have been arrived at as a result of extensive empirical research over the past five years. Modern business process thinking and the VSM provides the foundations for a viable business structure which maximises opportunities for managing agility. The paper provides a brief background to the research and explains VSM and modern business process thinking. It then goes on to demonstrate how VSM and modern business process thinking combine to provide a powerful structure for planning and managing today’s modern organisation in an uncertain and dynamic environment. In developing the theorythe paper also provides empirical evidence to support and demonstrate the application of the theory. The paper concludes with a summary of key messages and lessons learned.
|Keywords:||agile production, organizational structure, performance management, process management, Management. Industrial Management|
|Subjects:||Social Sciences > Industries. Land use. Labor > Management. Industrial Management|
|Department:||Faculty of Engineering > Design, Manufacture and Engineering Management|
|Depositing user:||Pure Administrator|
|Date Deposited:||05 Sep 2011 12:38|
|Last modified:||08 Feb 2017 01:03|