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Processes and Their Frameworks

Author

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  • Kenneth D. Mackenzie

    (School of Business, University of Kansas, Lawrence, Kansas 66045)

Abstract

A process is a time-dependent sequence of events governed by a process framework. A group process has five components: the entities performing the process, the steps or elements of a process, the relationship between any pair of elements, the links to other processes, and the resources and their characteristics-in-use involved with the elements. A process framework is denoted by Y = F(C) where Y is the set of outcomes or consequences of a process, C is the set of considerations or elements in the process, and F is the network linking the considerations to each other and to the outcomes. The properties of the set of considerations, the linkages between pairs of consequences, the set of outcomes or consequences, the network, F, and the use of process frameworks are discussed in detail with examples. Process models are compared to variable models.

Suggested Citation

  • Kenneth D. Mackenzie, 2000. "Processes and Their Frameworks," Management Science, INFORMS, vol. 46(1), pages 110-125, January.
    • Handle: RePEc:inm:ormnsc:v:46:y:2000:i:1:p:110-125
    DOI: 10.1287/mnsc.46.1.110.15126
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    References listed on IDEAS

    as
    1. Andrew Abbott, 1990. "A Primer on Sequence Methods," Organization Science, INFORMS, vol. 1(4), pages 375-392, November.
    2. Kenneth Mackenzie, 1966. "Structural centrality in communications networks," Psychometrika, Springer;The Psychometric Society, vol. 31(1), pages 17-25, March.
    3. Harold Guetzkow & Herbert A. Simon, 1955. "The Impact of Certain Communication Nets Upon Organization and Performance in Task-Oriented Groups," Management Science, INFORMS, vol. 1(3-4), pages 233-250, 04-07.
    4. Andrew D. Luzi & Kenneth D. Mackenzie, 1982. "An Experimental Study of Performance Information Systems," Management Science, INFORMS, vol. 28(3), pages 243-259, March.
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    Cited by:

    1. Amit Basu & Robert W. Blanning, 2003. "Synthesis and Decomposition of Processes in Organizations," Information Systems Research, INFORMS, vol. 14(4), pages 337-355, December.
    2. Giulia Pozzi & Federico Pigni & Claudio Vitari, 2014. "Affordance Theory in the IS Discipline: a Review and Synthesis of the Literature," Grenoble Ecole de Management (Post-Print) halshs-01923663, HAL.
    3. Klarner, Patricia & By, Rune Todnem & Diefenbach, Thomas, 2011. "Employee emotions during organizational change--Towards a new research agenda," Scandinavian Journal of Management, Elsevier, vol. 27(3), pages 332-340, September.
    4. Leszek Chodorowski, 2009. "The importance of the process approach in the risk mitigation," Ekonomia journal, Faculty of Economic Sciences, University of Warsaw, vol. 23.
    5. Kingshuk K. Sinha & Andrew H. Van de Ven, 2005. "Designing Work Within and Between Organizations," Organization Science, INFORMS, vol. 16(4), pages 389-408, August.
    6. John W. Boudreau, 2004. "50th Anniversary Article: Organizational Behavior, Strategy, Performance, and Design in Management Science," Management Science, INFORMS, vol. 50(11), pages 1463-1476, November.
    7. Leszek Chodorowski, 2011. "Central Banks - as the Key Public Institutions Aiming at the Improvement of Effectiveness and Efficiency of their Performance, part 1," Ekonomia journal, Faculty of Economic Sciences, University of Warsaw, vol. 25.
    8. Giulia Pozzi & Federico Pigni & Claudio Vitari, 2014. "Affordance Theory in the IS Discipline: a Review and Synthesis of the Literature," Post-Print halshs-01923663, HAL.
    9. Papamichail, K. N. & Robertson, I., 2005. "Integrating decision making and regulation in the management control process," Omega, Elsevier, vol. 33(4), pages 319-332, August.
    10. Christian Hopp & Francis J. Greene & Benson Honig & Tomas Karlsson & Mikael Samuelsson, 2018. "Revisiting the influence of institutional forces on the written business plan: a replication study," Management Review Quarterly, Springer, vol. 68(4), pages 361-398, November.

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