{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T18:08:29Z","timestamp":1754158109826,"version":"3.41.2"},"reference-count":10,"publisher":"Emerald","issue":"3","license":[{"start":{"date-parts":[[1999,9,1]],"date-time":"1999-09-01T00:00:00Z","timestamp":936144000000},"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":[[1999,9,1]]},"abstract":"<jats:p>This paper focuses on the internal system of the organization as a determinant of the optimization of the input\/output ratio. Describes the two subsystems of which the internal system consists. Addresses the question of the extent to which, each one of those, impacts on the output synergetically and not modularly and stresses the necessity for holistic interventions to the system. Identifies three distinct work systems depicting different combinations of the technical and social subsystem on an intra and inter\u2010organizational level. Introduces the basic guidelines for building a diagnostic model for the internal system of the organization and concludes by discussing the applicability of the proposed model and suggesting areas for further research.<\/jats:p>","DOI":"10.1108\/14637159910269719","type":"journal-article","created":{"date-parts":[[2002,7,28]],"date-time":"2002-07-28T18:57:17Z","timestamp":1027882637000},"page":"275-289","source":"Crossref","is-referenced-by-count":0,"title":["The organizational performance re\u2010considered: the case of the technical and social subsystems synergy"],"prefix":"10.1108","volume":"5","author":[{"given":"V.A.","family":"Angelis","sequence":"first","affiliation":[]},{"given":"N.A.","family":"Antivachis","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022021720214118200_b1","unstructured":"Cook, G., Hunsaker, P. and Coffey, R. (1997), Management and Organizational Behavior, Irwin, Boston, MA."},{"key":"key2022021720214118200_b2","unstructured":"Daft, R., (1989), Organization Theory and Design, West Publishing Co., Los Angeles, CA."},{"key":"key2022021720214118200_b3","unstructured":"Davenport, T. (1996), \u201cWhy Reengineering failed: The fad that forgot people\u201d, in Morgan, Images of Organization, Sage Publications, Thousand Oaks, CA, 1997."},{"key":"key2022021720214118200_b4","unstructured":"Emery, F.E., (1959), Characteristics of Sociotechnical Systems, Tavistock Institute of Human Relations, document 527."},{"key":"key2022021720214118200_b5","unstructured":"Glykas, M. (1994), Agent Re\u2010electionship Analysis in Organizational tranformation: The ARMA Methodology for Systematic Business Process Redesign, PhD. Thesis, Cambridge University."},{"key":"key2022021720214118200_b6","unstructured":"Hammer, M. (July\u2010August 1990), \u201cReengineering work: don\u2019t automate, obliterate\u201d, Harvard Business Review, pp. 104\u201012."},{"key":"key2022021720214118200_b7","unstructured":"Mayo, E. (1933), The Human Problems of an Industrial Civilization, Macmillan, New York, NY."},{"key":"key2022021720214118200_b8","unstructured":"Morgan, G. (1997), Images of Organization, Sage Publications, Thousand Oaks, CA."},{"key":"key2022021720214118200_b9","unstructured":"Suerez, F.F., Cusumano, M.A., Fine, C.H. (Fall 1995), \u201cAn empirical study of flexibility in manufacturing\u201d, Sloan Management Review."},{"key":"key2022021720214118200_b10","unstructured":"Woodward, J. (1965), Industrial Organization: Behaviour and Control, Oxford University Press, Oxford."}],"container-title":["Business Process Management Journal"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/14637159910269719","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/14637159910269719\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/14637159910269719\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,25]],"date-time":"2025-07-25T00:36:48Z","timestamp":1753403808000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/bpmj\/article\/5\/3\/275-289\/257440"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[1999,9,1]]},"references-count":10,"journal-issue":{"issue":"3","published-print":{"date-parts":[[1999,9,1]]}},"alternative-id":["10.1108\/14637159910269719"],"URL":"https:\/\/doi.org\/10.1108\/14637159910269719","relation":{},"ISSN":["1463-7154"],"issn-type":[{"type":"print","value":"1463-7154"}],"subject":[],"published":{"date-parts":[[1999,9,1]]}}}