Describes an empirical study of 15 business processes in three organizations. Business process data were collected in the context of action research projects where the researcher was involved in organizational development activities. Suggests that business processes tend to cut across different...

Suggests that a number of assumptions in the past have been made about how business process improvement, re‐engineering and organizational learning should take place in organizations. Points out that, although a number of these assumptions have been framed on theoretical models, few have been...