{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,2,11]],"date-time":"2026-02-11T18:39:46Z","timestamp":1770835186863,"version":"3.50.1"},"reference-count":87,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2016,2,5]],"date-time":"2016-02-05T00:00:00Z","timestamp":1454630400000},"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":[[2016,2,5]]},"abstract":"<jats:sec>\n               <jats:title content-type=\"abstract-heading\">Purpose<\/jats:title>\n               <jats:p> \u2013 Process orientation, which involves managing organizations based on horizontal end-to-end processes, has been shown to increase the quality of products\/services, decrease costs, and make business functions faster and more reliable. However, current process orientation methods are radical and destructive, leading to failure in most cases. The purpose of this paper is to present a non-destructive method of implementation. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title>\n               <jats:p> \u2013 Supporting by literature review and two case studies, this paper presents a new process orientation methodology named as Business Process Rearrangement and Renaming (BPR2). <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Findings<\/jats:title>\n               <jats:p> \u2013 The existing process management methodologies mostly aim to provide a comprehensive view on all of the main activities involved in process management and strategic alignment, with insignificant focus on mitigating the risk of failure in their redesign stage. In contrast, every step in the methodology presented in this paper, including the design phase, aim to reduce the risk of failure. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title>\n               <jats:p> \u2013 Name is the most communicated characteristic of a department; however, this most communicated characteristic of the departments has always been the most neglected characteristic as well. For the first time in the literature, this paper provides a description on how to use the power of departmental names to promote the main customer values expected from each department. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title>\n               <jats:p> \u2013 Added to a detailed guideline on the new process design and process names, this paper presents a new marketing mix model with a process-oriented delegation of authority view, which may be of interest to the marketing researchers and practitioners.<\/jats:p>\n            <\/jats:sec>","DOI":"10.1108\/bpmj-02-2015-0012","type":"journal-article","created":{"date-parts":[[2016,1,19]],"date-time":"2016-01-19T06:58:47Z","timestamp":1453186727000},"page":"116-139","source":"Crossref","is-referenced-by-count":15,"title":["Business process rearrangement and renaming"],"prefix":"10.1108","volume":"22","author":[{"given":"Ali","family":"Khosravi","sequence":"first","affiliation":[]}],"member":"140","reference":[{"key":"key2020121820350768400_b1","unstructured":"ABPMP\n                (2009), \n                  Guia para Gerenciamento de Processos de Negocio \u2013 Corpo Comum de Conhecimento, Versao 2.0\n               , Association of Business Process Management Professionals, Sao Paulo."},{"key":"key2020121820350768400_b2","doi-asserted-by":"crossref","unstructured":"Abrahamson, E.\n                (1996), \u201cManagement fashion\u201d, \n                  Academy of Management Review\n               , Vol. 21 No. 1, pp. 254-285.","DOI":"10.5465\/amr.1996.9602161572"},{"key":"key2020121820350768400_b3","doi-asserted-by":"crossref","unstructured":"Abrahamson, E.\n                and \n                  Eisenman, M.\n                (2008), \u201cEmployee-management techniques: transient fads or trending fashions?\u201d, \n                  Administrative Science Quarterly\n               , Vol. 53 No. 4, pp. 719-744.","DOI":"10.2189\/asqu.53.4.719"},{"key":"key2020121820350768400_b4","doi-asserted-by":"crossref","unstructured":"Aladwani, A.M.\n                (2001), \u201cChange management strategies for successful ERP implementation\u201d, \n                  Business Process Management Journal\n               , Vol. 7 No. 3, pp. 266-275.","DOI":"10.1108\/14637150110392764"},{"key":"key2020121820350768400_b6","doi-asserted-by":"crossref","unstructured":"Al-Mashari, M.\n                and \n                  Zairi, M.\n                (2000), \u201cRevisiting BPR: a holistic review of practice and development\u201d, \n                  Business Process Management Journal\n               , Vol. 6 No. 1, pp. 10-42.","DOI":"10.1108\/14637150010283045"},{"key":"key2020121820350768400_b5","doi-asserted-by":"crossref","unstructured":"Al-Mashari, M.\n               , \n                  Irani, Z.\n                and \n                  Zairi, M.\n                (2001), \u201cBusiness process reengineering: a survey of international experience\u201d, \n                  Business Process Management Journal\n               , Vol. 7 No. 5, pp. 437-455.","DOI":"10.1108\/14637150110406812"},{"key":"key2020121820350768400_b7","doi-asserted-by":"crossref","unstructured":"Ancona, D.G.\n                and \n                  Caldwell, D.F.\n                (1992), \u201cBridging the boundary: external activity and performance in organizational teams\u201d, \n                  Administrative Science Quarterly\n               , pp. 634-665.","DOI":"10.2307\/2393475"},{"key":"key2020121820350768400_b8","doi-asserted-by":"crossref","unstructured":"Attaran, M.\n                (2003), \u201cInformation technology and business-process redesign\u201d, \n                  Business Process Management Journal\n               , Vol. 9 No. 4, pp. 440-458.","DOI":"10.1108\/14637150310484508"},{"key":"key2020121820350768400_b9","doi-asserted-by":"crossref","unstructured":"Berkman, H.\n               , \n                  Nguyen, N.\n                and \n                  Zou, L.\n                (2011), \u201cThe value impact of name changes evidence from Chinese firms during the technology boom\u201d, \n                  Journal of Chinese Economic and Business Studies\n               , Vol. 9 No. 1, pp. 85-96.","DOI":"10.1080\/14765284.2011.545590"},{"key":"key2020121820350768400_b10","doi-asserted-by":"crossref","unstructured":"Block, R. 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