Implementing business process reengineering: the role of organizational justice

Article Abstract:

This article argues that many business process reengineering projects fail because they do not consider justice issues. Drawing on the literature on organizational justice and business process reengineering, the article outlines a theoretical framework integrating these two concepts. It contends that to improve the success of business process reengineering projects, managers should consider justice issues at four levels: distributive, procedural, interactional, and systemic. (Reprinted by permission of the publisher.)

Methods, Justice, Reengineering (Management)

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Relationships, layoffs, and organizational resilience

Article Abstract:

A study identifies reasons why some airline companies recovered successfully after the terrorist attacks of September 11, 2001 while others struggled, by focusing on the roles played by relational reserves, financial reserves, and the viability of the underlying business models in 10 major airlines. It presents a model that demonstrates that the maintenance of adequate financial reserves enables the preservation of relational reserves and vice versa, contributing to organizational resilience in times of crisis.

Corporations, Corporate finance, Organizational structure

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Consultant as container: assisting organizational rebirth in Mandela's South Africa

Article Abstract:

This article examines the reorganization proces of a senior leadership group of a state-owned organization in South Africa. The authors discuss how the process, which started as an executive education program, evolved into a consulting project which helped overcome leadership anxiety and hopelessness, fostering growth.

South Africa, Psychological aspects

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