William J. Kettinger

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William J. (Bill) Kettinger (born ca. 1955) an American computer scientist and is the William S. Lee Distinguished Professor in Management Information Systems at Clemson University, known for his work in the field of business process modelling [1] and business process reengineering. [2]

Contents

Biography

Kettinger received his bachelor's degree from Northeastern University in 1976, and his master's degree from the University of Massachusetts Amherst in 1979. At the University of South Carolina in 1991 he received an MS with the thesis, entitled "A Model of Research Communication and Media Selection and Use", and in 1992 his PhD with the thesis entitled "Inter-organizational Computer-based Communication." [3]

Kettinger started his academic career as researcher at the Bureau of Governmental Research and Service of the University of South Carolina. At the universities Management Science Department Moore School of Business appointed assistant professor in 1993, associate professor in 1999 and full professor in 2006. [3]

At the University of South Carolina Kettinger held administrative positions as Associate Director of the Institute of Information Management from 1982 to 1984; Assistant Dean for Information and Technology Resources at the College of Business Administration from 1989 to 1993; Director of the Center for Information Management and Technology Research (CIMTR) from 1993 to– 2004; and PhD Coordinator at the Management Science Department from 2001 to 2006. [3]

Selected publications

Articles, a selection:

Related Research Articles

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A business process, business method or business function is a collection of related, structured activities or tasks by people or equipment in which a specific sequence produces a service or product for a particular customer or customers. Business processes occur at all organizational levels and may or may not be visible to the customers. A business process may often be visualized (modeled) as a flowchart of a sequence of activities with interleaving decision points or as a process matrix of a sequence of activities with relevance rules based on data in the process. The benefits of using business processes include improved customer satisfaction and improved agility for reacting to rapid market change. Process-oriented organizations break down the barriers of structural departments and try to avoid functional silos.

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Business process re-engineering

Business process re-engineering (BPR) is a business management strategy, originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to improve customer service, cut operational costs, and become world-class competitors.

IDEF0

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References

  1. Aguilar-Saven, Ruth Sara. "Business process modelling: Review and framework." International Journal of production economics 90.2 (2004): 129-149.
  2. Hong, Kyung-Kwon, and Young-Gul Kim. "The critical success factors for ERP implementation: an organizational fit perspective." Information & Management 40.1 (2002): 25-40.
  3. 1 2 3 William J. Kettinger CV at Tecnológico de Monterre website. Accessed 09.2014.