A Radical - Transformational Change Through Leadership

Authors

  • Hartini Ahmad Faculty of Business Management, Universiti Utara Malaysia., Malaysia
  • Arthur Francis School of Management, University of Bradford., United Kingdom

DOI:

https://doi.org/10.32890/mmj2005.9.3

Abstract

This paper is concerned with leadership practices in a radical process change, namely, business process reengineering (BPR). The paper looks at the higher education context, which has successfully implemented BPR in their key processes. The results were taken from three in-depth case studies using the triangulation approach which includes open-ended interviews and use of secondary data. The results had shown six important leadership factors as key drivers to enable process change to happen successfully. Leaders need to be able to practise different leadership approaches or styles based on situations, emphasise on a strategic vision, use effective communications, do reinforcement, give commitment and support, and have leadership qualities. Some suggestions regarding leadership best practices for a radical transformational change are also outlined.

 

Downloads

Download data is not yet available.

References

—«

Ahmad, R. & Spicer, D. (2002). A study of the cognitive processing models used in the appraisal system: the Malaysian Public - Service. ASIAN Academy of Management Journal, 7(2), 1-16. ar Mashari, M. & Zairi, M. (1999). BPR implementation process: an analysis of OO. key success and failure factors. Journal of Business Process Management, 5(1), — 87-112. a Car -Mudimigh, A., Zairi, M., & Al-Mashari, M. (2001). ERP software implementation an integrative framework. European Journal for Information Systems, 10(4), 216-249.

Altman, Y. & Iles, P. (1998). Learning, leadership, teams: corporate learning and organisational change. Journal of Management Development, 17(1), 44-55.

Applebaum, S. H. & Wohl, L. (2000). Transformation or change: some prescriptions for health care organizations. Managing Service Quality, 10(5), 279-298.

Ascari, A., Rock, M., & Dutta, S. (1995). Reengineering and organisational change: lessons from a comparative analysis of company experience. European Management Journal, 13(1), 1-30. Benito, J. G., Martinez-Lorente, A. R., & Dale,

B. G. (1999). Business process reengineering to total quality management: an examination of the issues. Business Process Management Journal, 5(4), 1463-7154.

Berrington C. L., & Oblich, R. L. (1995). Translating business reengineering into bottom-line results. Industrial Engineering, 27(1), 24-27.

Burlton, R. T. (2001). Business Process Management: Profiting from Process. Indiana: SAMS Publishing.

Campbell, S. & Kleiner, B. H. (2001). New developments in re-engineering organisations. Management Research News, 24(3/4), 5-8.

Champy, J. (1995). Reengineering Management: the Mandate for New Leadership. London: Harper Collins Publishers.

Crant, J. M. & Bateman, T. S. (2000). Charismatic leadership viewed from above: the impact of proactive personality. Journal of Organizational Behavior, 21(1), 63-75.

Dale, M. (1994). “The re-engineering route to business transformation.” Journal of Strategic Change. Malaysian Management Journal 9 (1 & 2), 25-36 (2005)

Davenport, T. (1993a). Process Innovation: Reengineering Work Through Information Technology. New York: Ernst & Young.

Davenport, T. (1993b). Need radical innovation and continuous improvement? Integrate process reengineering and TQM. Planning Review, 21(3), 6-12. awards, C., Braganza, A. & Lambert, R. (2000). Understanding and managing process - initiatives: a framework for developing consensus. Knowledge and Process. Management, 7(1), 29-36. rancis, A. & MacIntosh, R. (1997). The market, O technological and industry context of Q business process re-engineering in the UK. International Journal of Operations UW and Production Management, 17(4), - 344-364. rieves, J. (2000). Introductions: the origins of ~~) organisational development. Journal of Management Development, 19(5), 345-D «7 a == Guimaraes, T. (1999). Field testing of the proposed predictors of BPR success in manufacturing firms. Journal of Manufacturing Systems, 18(1), 53-65.

Sani A. (1995). Re-engineering the disability — determination process: a case study. — Journal of Work Study, 44(8), 21-27. a a han, G., Rosenthal, J., & Wade, J. (1993). How J to make reengineering really work. — Harvard Business Review, 71(6), 119-Cc 131.

Hammer, M. & Stanton, S. (1995). The Reengineering Revolution Handbook. London: HarperCollins Publisher Inc.

Harrington, H. J. (1991). Business Process Improvement: the Breakthrough Strategy for Total Quality, Productivity, and Competitiveness. New York: McGraw-Hill, Inc.

Harrington, H. J. (1998). Performance improvement: the rise and fall of reengineering. The TQM Magazine, 10(2), 69-71.

Hayes, J. (2000). The theory and practice of change management. New York: PALGRAVE.

Homa, P. (1995). Business process re-engineering : theory and evidence-based practice. Journal of Business Process Re-engineering & Management Journal, 1(3), 10-30.

Huber, G. P. & Glick, W. H. (1995). Organizational Change and Redesign. New York: Oxford University Press, Inc.

Kock, N. F. J. & McQueen, R. J. (1996). Is re-engineering possible in the public sector? ABrazilian case study. Business Change and Re-engineering, 3(3), 3-12.

Kotnour, T. (2001). Building knowledge for and about large-scale organizational transformations. International Journal of Operations & Production Management, 21(8), 1053-1075.

Kotter, J. P. (1995). Leading change: why transformation efforts fail. Harvard Business Review, 73(2), 59-67.

Laiken, M. E. (2003). Models of organizational learning: paradoxes and best practices in the post industrial workplace. Organizational Development Journal, 21(1), 8-19.

LaMarsh, J. (1997). The resilient worker: employees who can cope with change. Hospital Material Management Quarterly, 19(2), 54-58.

Mabin, V. J. Forgeson, S., & Green, L. (2001). Harnessing resistance: using the theory of constraints to assist change management. Journal of European Industrial Training, 25(2/3/4), 168-191. Malaysian Management Journal 9 (1 & 2), 25-36 (2005)

MacIntosh, R. & MacLean, D. (1999). Conditioned emergence: a dissipative structures approach to transformation. Strategic Management Journal, 20(4), 297-316.

Markus, M. L. & Benjamin, R. I. (1997). The magic bullet theory in IT-enabled transformation. Sloan Management Review, Winter, 55-68. model for research agendas. Leadership cS McAdan, R. (2003). Radical change: a conceptual m.edu & Organization Development Journal, 2 24(4), 226-235.

Miles, M. B. & Huberman, A. M. (1994). Qualitative Data Analysis. California: SAGE Publications. = Moran, J. W. & Brightman, B. K. (2000). Leading organizational change. Journal of Workplace Learning, 12(2), 66-74. })

Mumford, E. (1999). Routinisation, Re- ‘A/mm p htt j.u engineering, and Socio-technical Design: Changing Ideas on the Organisation of Work. In W. L. Currie & B. Galliers (Eds.), Rethinking Management Information Systems: An Interdisciplinary Perspective. New York: Oxford University Press.

Peppard, J. & Fitzgerald, D. (1997). The transfer of culturally-grounded management techniques: the case of business process reengineering in Germany. European Management Journal, 15(4), 446-460.

Pritchard, J.-P., & Armistead, C. (1999). Business process management - lessons from European business. Business Process Management Journal, 5(1), 10-32.

Rowley, J. (1996). Motivation and academic staff in higher education. Quality Assurance in Education, 4(3), 11-16.

Smith, M. (2003). Business process design: correlates of success and failure. The Quality Management Journal, 10(2), 38-49.

Talwar, R. (1993). Business re-engineering - a strategy-driven approach. Long Range Planning, 26(6), 22-40.

Tinnila, M. (1995). Strategic perspective to business process redesign. Management Decision, 33(3), 25-34.

UW-Stout. (2003). 2001 Malcolm Baldrige National Quality Program Application: The School of Choice for 21st Century. Retrieved June 13 2003, from http://

Vakola, M. Rezgui, Y., & Wood-Harper, T. (2000). The Condor business process re-engineering model. Managerial Auditing Journal, 15(1/2), 42-46.

Valiris, G. & Glykas, M. (1999). Critical review of existing BPR methodologies: The need for a holistic approach. Business Process Management Journal, 5(1), 65-86.

Yin, R. K. (1994). Case Study Research: Design and Methods. London: SAGE.

Zairi, M. (1999). The learning organisation: results of a benchmarking study. The Learning Organisation, 6(2), 76-81.

Zaugg, R. J. & Thom, N. (2003). Excellence through implicit competencies: Human resource management - organisational development - knowledge creation. Journal of Change Management, 3(3), 199-211. Malaysian Management Journal 9 (1 & 2), 25-36 (2005)

Downloads

Published

01-12-2005

Issue

Vol. 9 No. 1&2 (2005): Malaysian Management Journal (MMJ) Vol. 9 No.1&2 June/December 2005

Section

Articles

How to Cite

Ahmad, H., & Francis, A. (2005). A Radical - Transformational Change Through Leadership. Malaysian Management Journal, 9(1&2), 25-36. https://doi.org/10.32890/mmj2005.9.3

Research impact

Harvested 2026-09-07
0 citations recorded so far

Counts differ between services because each indexes a different body of literature. None of them is the whole picture.

Identifiers DOI 10.32890/mmj2005.9.3