Skip to main content

Designing for Recombination: Process Design through Template Combination

  • Conference paper
Design Science Research in Information Systems. Advances in Theory and Practice (DESRIST 2012)

Part of the book series: Lecture Notes in Computer Science ((LNISA,volume 7286))

Abstract

Process design remains an important yet difficult concern for postindustrial organizations. We posit that processes ‘become’ processes in these organizations only via their anchoring in concrete artifacts. Consequently, we identify and refine two design principles: processes as anchored in concrete material artifacts (not abstract process representations); and process design through recombination of existing processes (instead of designing anew). Our research starts by building a research artifact, ReKon, that instantiates these two principles. The paper describes this artifact with the meta-model, an implementation and the fine-granular process units, as template chunks created from ~1,200 real-world templates, to populate the tool. We revise and refine the design principles via successive cycles of implementation of the research artifact, formative evaluation with student teams, and insights obtained from an ongoing field study. We conclude by pointing to directions for future research.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 39.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 54.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Davenport, T.H., Prusak, L.: Working knowledge: how organizations manage what they know. Harvard Business Press (1998)

    Google Scholar 

  2. Davenport, T.H., Short, J.E.: Information technology and business process redesign. Operations Management: Critical Perspectives on Business and Management 1, 1–27 (2003)

    Google Scholar 

  3. Hammer, M., Champy, J.: Reengineering the Corporation. Harper Collins Publishers, New York (1993)

    Google Scholar 

  4. Markus, M.L., Majchrzak, A., Gasser, L.: A design theory for systems that support emergent knowledge processes. MIS Quarterly, 179–212 (2002)

    Google Scholar 

  5. Malone, T.W., Crowston, K., Herman, G.A.: Organizing business knowledge: the MIT process handbook. The MIT Press (2003)

    Google Scholar 

  6. Lee, J., Wyner, G.M., Pentland, B.T.: Process grammar as a tool for business process design. MIS Quarterly 32(4), 757–778 (2008)

    Google Scholar 

  7. Bernstein, A., Klein, M., Malone, T.W.: The process recombinator: a tool for generating new business process ideas. Association for Information Systems (1999)

    Google Scholar 

  8. Alavi, M., Leidner, D.: Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues. Knowledge Management (2005)

    Google Scholar 

  9. Grover, V., Davenport, T.: General Perspectives on Knowledge Management: Fostering a Research Agenda. Journal of Management Information Systems 18(1), 5–21 (2001)

    Google Scholar 

  10. Schultze, U., Stabell, C.: Knowing what you don’t know? Discourses and contradictions in knowledge management research. Journal of Management Studies 41(4), 549–573 (2004)

    Article  Google Scholar 

  11. Sterman, J.D., Repenning, N.P., Kofman, F.: Unanticipated side effects of successful quality programs: Exploring a paradox of organizational improvement. Management Science, 503–521 (1997)

    Google Scholar 

  12. Repenning, N.P., Sterman, J.D.: Capability traps and self-confirming attribution errors in the dynamics of process improvement. Administrative Science Quarterly, 265–295 (2002)

    Google Scholar 

  13. Fahey, L., Prusak, L.: The Eleven Deadliest Sins of Knowledge Management. California Management Review 40, 265–276 (1998)

    Google Scholar 

  14. Garud, R., Kumaraswamy, A.: Vicious and Virtuous Circles in the Management of Knowledge: The Case of Infosys Technologies. MIS Quarterly 29(1), 9–33 (2005)

    Google Scholar 

  15. Hevner, A., et al.: Design Science in Information Systems Research. MIS Quarterly 28(1), 75–106 (2004)

    Google Scholar 

  16. Kuechler, B., Vaishnavi, V.: On theory development in design science research: anatomy of a research project. European Journal of Information Systems 17(5), 489–504 (2008)

    Article  Google Scholar 

  17. Welke, R.J., Kumar, K.: Method engineering: a proposal for situation-specific methodology construction. Systems Analysis and Design: A Research Agenda, 257–268 (1992)

    Google Scholar 

  18. Tolvanen, J.P., Rossi, M., Liu, H.: Method engineering: current research directions and implications for future research. In: Proceedings of the IFIP TC8, WG8, 1(8.2), pp. 296–317 (1996)

    Google Scholar 

  19. Karlsson, F., Wistrand, K.: Combining method engineering with activity theory: theoretical grounding of the method component concept. European Journal of Information Systems 15(1), 82–90 (2006)

    Article  Google Scholar 

  20. Okhuysen, G.A., Bechky, B.A.: Coordination in Organizations: An Integrative Perspective. The Academy of Management Annals 3(1), 463–502 (2009)

    Article  Google Scholar 

  21. Simon, H.A.: The architecture of complexity. Proceedings of the American Philosophical Society 106(6), 467–482 (1962)

    Google Scholar 

  22. Boehm, B.W., Papaccio, P.N.: Understanding and controlling software costs. IEEE Transactions on Software Engineering 14(10), 1462–1477 (1988)

    Article  Google Scholar 

  23. DeMarco, T.: Why does software cost so much?: and other puzzles of the information age. Dorset House Publishing Co., Inc. (1995)

    Google Scholar 

  24. Heath, C., Staudenmayer, N.: Coordination neglect: How lay theories of organizing complicate coordination in organizations. Research in Organizational Behavior 22, 153–192 (2000)

    Article  Google Scholar 

  25. Grint, K.: Reengineering history: social resonances and business process reengineering. Organization 1(1), 179 (1994)

    Article  Google Scholar 

  26. Hammer, M.: Reengineering work: don’t automate, obliterate. Harvard Business Review 68(4), 104–112 (1990)

    Google Scholar 

  27. Leonard-Barton, D.: Wellsprings of Knowledge. Harvard University Press, Boston (1995)

    Google Scholar 

  28. Swan, J., Newell, S., Robertson, M.: The illusion of ’best practice’ in information systems for operations management. European Journal of Information Systems 8(4), 284–293 (1999)

    Article  Google Scholar 

  29. Wagner, E.L., Scott, S.V., Galliers, R.D.: The creation of “best practice” software: Myth, reality and ethics. Information and Organization 16(3), 251–275 (2006)

    Article  Google Scholar 

  30. Kogut, B., Zander, U.: Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology. Organization Science 3(3), 383 (1992)

    Article  Google Scholar 

  31. Garud, R., Nayyar, P.R.: Transformative capacity: Continual structuring by intertemporal technology transfer. Strategic Management Journal 15(5), 365–385 (1994)

    Article  Google Scholar 

  32. Berman, S.L., Down, J., Hill, C.W.L.: Tacit knowledge as a source of competitive advantage in the National Basketball Association. Academy of Management Journal, 13–31 (2002)

    Google Scholar 

  33. Grant, R.M.: Toward a knowledge-based theory of the firm. Strategic Management Journal 17, 109 (1996)

    Article  Google Scholar 

  34. Nonaka, I.: The knowledge-creating company. Harvard Business Review 69, 96–104 (1991)

    Google Scholar 

  35. Mathiassen, L., Pourkomeylian, P.: Managing knowledge in a software organization. Journal of Knowledge Management 7(2), 63–80 (2003)

    Article  Google Scholar 

  36. Mathiassen, L., Pries-Heje, J., Ngwenyama, O.: Improving software organizations: from principles to practice. Addison Wesley Longman Publishing Co., Inc. (2001)

    Google Scholar 

  37. Benner, M.J., Tushman, M.: Process management and technological innovation: A longitudinal study of the photography and paint industries. Administrative Science Quarterly, 676–706 (2002)

    Google Scholar 

  38. Brinkkemper, S.: Method engineering: engineering of information systems development methods and tools. Information and Software Technology 38(4), 275–280 (1996)

    Article  Google Scholar 

  39. Henderson-Sellers, B.: Method engineering: Theory and practice. Information Systems Technology and its Applications, 13–23 (2006)

    Google Scholar 

  40. Brinkkemper, S., Saeki, M., Harmsen, F.: Meta-modelling based assembly techniques for situational method engineering. Information Systems 24(3), 209–228 (1999)

    Article  Google Scholar 

  41. Ter Hofstede, A.H.M., Verhoef, T.: On the feasibility of situational method engineering. Information Systems 22(6-7), 401–422 (1997)

    Article  MATH  Google Scholar 

  42. Mathiassen, L., Purao, S.: Educating reflective systems developers. Information Systems Journal 12(2), 81–102 (2002)

    Article  Google Scholar 

  43. Mathiassen, L., et al.: Method engineering: Who is the customer? (1996)

    Google Scholar 

  44. Alvesson, M., Kärreman, D.: Odd couple: making sense of the curious concept of knowledge management. Journal of Management Studies 38(7), 995–1018 (2001)

    Article  Google Scholar 

  45. Gupta, A.K., Govindarajan, V.: Knowledge flows and the structure of control within multinational corporations. Academy of Management Journal 16(4), 768–792 (1991)

    Google Scholar 

  46. Gold, A.H., Malhotra, A., Segars, A.H.: Knowledge management: An organizational capabilities perspective. Journal of Management Information Systems 18(1), 185–214 (2001)

    Google Scholar 

  47. Dosi, G., Nelson, R.R., Winter, S.G.: The Nature and Dynamics of Organizational Capabilities, pp. 1–22. Oxford University Press, Oxford (2000)

    Google Scholar 

  48. Beunza, D., Stark, D.: Tools of the trade: the socio-technology of arbitrage in a Wall Street trading room. Industrial and Corporate Change 13(2), 369 (2004)

    Google Scholar 

  49. Callon, M.: Society in the making: the study of technology as a tool for sociological analysis. The Social Construction of Technological Systems: New Directions in the Sociology and History of Technology, 83–103 (1987)

    Google Scholar 

  50. Carlile, P.R.: A pragmatic view of knowledge and boundaries: Boundary objects in new product development. Organization Science, 442–455 (2002)

    Google Scholar 

  51. Nicolini, D., Mengis, J., Swan, J.: Understanding the Role of Objects in Cross-Disciplinary Collaboration. Organization Science (2011) p. orsc. 1110.0664 v1

    Google Scholar 

  52. Latour, B.: Visualization and Cognition: Thinking with Eyes and Hands. In: Kuklick, H., Long, E. (eds.) Knowledge and Society: Studies in the Sociology of Culture Past and Present, pp. 1–40. JAI Press (1986)

    Google Scholar 

  53. Latour, B.: Where are the Missing Masses? The Sociology of a Few Mundane Artifacts. In: Bijker, W., Law, J. (eds.) Shaping Technology/Building Society, Cambridge, pp. 225–264 (1992)

    Google Scholar 

  54. Star, S., Griesemer, J.: Institutional ecology,’translations’ and boundary objects: Amateurs and professionals in Berkeley’s Museum of Vertebrate Zoology, 1907-39. Social Studies of Science, 387–420 (1989)

    Google Scholar 

  55. Ramasubbu, N., Mithas, S., Kemerer, C.F.: Work dispersion, process-based learning, and offshore software development performance. Mamagement Information Systems Quaterly 32(2), 437–458 (2008)

    Google Scholar 

  56. Bechky, B.A.: Analyzing artifacts: material methods for understanding identity, status, and knowledge in organizational life. Sage Handbook of New Approaches in Management and Organization, 98 (2008)

    Google Scholar 

  57. Carroll, J., Rosson, M.: Getting around the task-artifact cycle: how to make claims and design by scenario. ACM Transactions on Information Systems (TOIS) 10(2), 181–212 (1992)

    Article  Google Scholar 

  58. Weston, C., McAlpine, L., Bordonaro, T.: A model for understanding formative evaluation in instructional design. Educational Technology Research and Development 43(3), 29–48 (1995)

    Article  Google Scholar 

  59. Sein, M.K., et al.: Action design research. MIS Quarterly 35(1), 37–56 (2011)

    Google Scholar 

  60. Lam, W., Shankararaman, V.: An enterprise integration methodology. IT Professional 6(2), 40–48 (2004)

    Article  Google Scholar 

  61. Cohen, J.: A coefficient of agreement for nominal scales. Educational and Psychological Measurement 20(1), 37–46 (1960)

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Editor information

Editors and Affiliations

Rights and permissions

Reprints and permissions

Copyright information

© 2012 Springer-Verlag Berlin Heidelberg

About this paper

Cite this paper

Karunakaran, A., Purao, S. (2012). Designing for Recombination: Process Design through Template Combination. In: Peffers, K., Rothenberger, M., Kuechler, B. (eds) Design Science Research in Information Systems. Advances in Theory and Practice. DESRIST 2012. Lecture Notes in Computer Science, vol 7286. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-29863-9_4

Download citation

  • DOI: https://doi.org/10.1007/978-3-642-29863-9_4

  • Publisher Name: Springer, Berlin, Heidelberg

  • Print ISBN: 978-3-642-29862-2

  • Online ISBN: 978-3-642-29863-9

  • eBook Packages: Computer ScienceComputer Science (R0)

Publish with us

Policies and ethics