{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,3,18]],"date-time":"2026-03-18T02:04:20Z","timestamp":1773799460513,"version":"3.50.1"},"reference-count":17,"publisher":"Emerald","issue":"4","license":[{"start":{"date-parts":[[2002,10,1]],"date-time":"2002-10-01T00:00:00Z","timestamp":1033430400000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2002,10,1]]},"abstract":"<jats:p>Business process management has received much attention in the industrial engineering and management literature, and its benefits are well known. Much less has been written in the public sector management literature, and what has been written has been very general. Hence, there is confusion among public managers about how business process management concepts should be implemented. How should public organizations reorganize to accommodate business process management? How are existing or new enterprise systems aligned with business process management methodologies? This paper addresses these issues, and concludes that public organizations will have to change their organizational structures radically as well as their enterprise systems in order to implement business process management concepts successfully. The paper also discusses the benefits of public sector process management, and focuses in some detail on two of the reasons that public organizations have incentive to implement business process management methodologies.<\/jats:p>","DOI":"10.1108\/14637150210435017","type":"journal-article","created":{"date-parts":[[2002,10,3]],"date-time":"2002-10-03T18:21:25Z","timestamp":1033669285000},"page":"364-376","source":"Crossref","is-referenced-by-count":92,"title":["Business process management: public sector implications"],"prefix":"10.1108","volume":"8","author":[{"suffix":"Jr","given":"Thomas R.","family":"Gulledge","sequence":"first","affiliation":[]},{"given":"Rainer A.","family":"Sommer","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022021719450225000_b1","unstructured":"Blick, G., Gulledge, T. and Sommer, R. (2000), \u201cDefining business process requirements for large\u2010scale public sector ERP implementations: a case study\u201d, Proceedings of the European Conference on Information Systems, Wirtschafts Universit\u00e4t, Wien."},{"key":"key2022021719450225000_b2","unstructured":"Booker, E. (2000), \u201cEnterprise software projects rarely satisfy\u201d, InternetWeek, 28 March, available at: www.internetweek.com\/story\/INW20000328S0004\/"},{"key":"key2022021719450225000_b3","unstructured":"Boston Consulting Group (BCG) (2000), Getting Value from Enterprise Initiatives: A Survey of Executives, A Boston Consulting Group Report, The Boston Consulting Group, Boston, MA, March."},{"key":"key2022021719450225000_b4","unstructured":"Champy, J. (1995), Reengineering Management: The Mandate for New Leadership, Harper Business, New York, NY."},{"key":"key2022021719450225000_b5","unstructured":"Davenport, T.H. and Short, J.E. (1990), \u201cThe new industrial engineering: information technology and business process redesign\u201d, The Sloan Management Review, Vol. 31 No. 4, Summer, pp. 11\u201027."},{"key":"key2022021719450225000_b6","unstructured":"Department of the Environment, Transport, and the Region (DETR) (1999), Implementing Best Value: A Consultation Paper on Draft Guidance, DETR, London."},{"key":"key2022021719450225000_b7","unstructured":"Grass, I.E. (1956), \u201cProcessing and operation planning\u201d, in Maynard, H.B. (Ed.), Industrial Engineering Handbook, McGraw\u2010Hill, New York, NY."},{"key":"key2022021719450225000_b8","unstructured":"Harrington, H.J. (1991), Business Process Improvement, McGraw\u2010Hill, New York, NY."},{"key":"key2022021719450225000_b9","doi-asserted-by":"crossref","unstructured":"Kirchmer, M. (1999), Business Process\u2010Oriented Implementation of Standard Software, Springer\u2010Verlag, New York, NY.","DOI":"10.1007\/978-3-642-58428-2"},{"key":"key2022021719450225000_b10","unstructured":"Majchrzak, A. and Wang, Q. (1996), \u201cBreaking the functional mind\u2010set in process organizations\u201d, Harvard Business Review, Vol. 74 No. 5, September\u2010October, pp. 93\u20109."},{"key":"key2022021719450225000_b11","unstructured":"Mullee, W.R. and Porter, D.B. (1956), \u201cProcess chart procedures\u201d, in Maynard, H.B. (Ed.), Industrial Engineering Handbook, McGraw\u2010Hill, New York, NY."},{"key":"key2022021719450225000_b12","unstructured":"Osborne, D. and Gaebler, T. (1992), Reinventing Government, Addison\u2010Wesley, Reading, MA."},{"key":"key2022021719450225000_b13","doi-asserted-by":"crossref","unstructured":"Scheer, A.\u2010W. (1993), \u201cArchitecture of integrated information systems (ARIS)\u201d, in Yoshikawa, H. and Goossenaerts, J. (Eds), Information Infrastructure Systems for Manufacturing, North\u2010Holland, Amsterdam.","DOI":"10.1007\/978-3-642-97389-5_1"},{"key":"key2022021719450225000_b14","unstructured":"Scheer, A.\u2010W. (1994), Business Process Engineering: Reference Models for Industrial Enterprises, Springer\u2010Verlag, Berlin."},{"key":"key2022021719450225000_b15","unstructured":"State Services Commission (1999), Improving Accountability: Setting the Scene, Occasional Paper No. 11, State Services Commission, Wellington."},{"key":"key2022021719450225000_b16","doi-asserted-by":"crossref","unstructured":"Sullivan, L., Kelly, L. and Olson, D. (1999), \u201cDefense enterprise planning and management\u201d, in Elzinga, D.J. et al. (Eds), Business Process Engineering: Advancing the State of the Art, Kluwer Academic, Boston, MA.","DOI":"10.1007\/978-1-4615-5091-4_11"},{"key":"key2022021719450225000_b17","unstructured":"Treasury Board of Canada, Secretariat (2000), Results for Canadians: A Management Framework for the Government of Canada, Treasury Board of Canada, Secretariat, 30 March."}],"container-title":["Business Process Management Journal"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/14637150210435017","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/14637150210435017\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/14637150210435017\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,25]],"date-time":"2025-07-25T00:35:31Z","timestamp":1753403731000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/bpmj\/article\/8\/4\/364-376\/257383"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[2002,10,1]]},"references-count":17,"journal-issue":{"issue":"4","published-print":{"date-parts":[[2002,10,1]]}},"alternative-id":["10.1108\/14637150210435017"],"URL":"https:\/\/doi.org\/10.1108\/14637150210435017","relation":{},"ISSN":["1463-7154"],"issn-type":[{"value":"1463-7154","type":"print"}],"subject":[],"published":{"date-parts":[[2002,10,1]]}}}