Authors: Jan L.G. Dietz; Jan A.P. Hoogervorst; Antonia Albani; David Aveiro; Eduard Babkin; Joseph Barjis; Artur Caetano; Philip Huysmans; Junichi Iijima; Steven J.H. Van Kervel; Hans Mulder; Martin Op 't Land; Henderik A. Proper; Jorge Sanz; Linda Terlouw; José Tribolet; Jan Verelst; Robert Winter
Addresses: Delft University of Technology, P.O. Box 5015, 2600GA, Delft, The Netherlands ' Antwerp Management School, Sint-Jacobsmarkt 9-13, BE-2000 Antwerpen, Belgium ' University of St. Gallen, Switzerland ' University of Madeira; CODE, INESC INOV, Lisbon, Portugal ' Higher School of Economics at Nizhny Novgorod, Russia ' Delft University of Technology, The Netherlands ' TU Lisboa, IST, INESC, Lisbon, Portugal ' University of Antwerp, Belgium ' Tokyo Institute of Technology, Japan ' Formetis, The Netherlands ' Antwerp Management School, Belgium ' Antwerp Management School, Belgium ' CRP Henri Tudor; Radboud Uni Nijmegen, The Netherlands ' IBM Research, Almaden CA, USA ' ICRIS, The Netherlands ' TU Lisboa, IST, INESC, Lisbon, Portugal ' University of Antwerp, Belgium ' University of St. Gallen, Switzerland
Abstract: A century ago, Taylor published a landmark in the organisational sciences: his Principles of Scientific Management. Many researchers have elaborated on Taylors principles, or have been influenced otherwise. The authors of the current paper evaluate a century of enterprise development, and conclude that a paradigm shift is needed for dealing adequately with the challenges that modern enterprises face. Three generic goals are identified. The first one, intellectual manageability, is the basis for mastering complexity; current approaches fall short in assisting professionals to master the complexity of enterprises and enterprise changes. The second goal, organisational concinnity, is conditional for making strategic initiatives operational; current approaches do not, or inadequately, address this objective. The third goal, social devotion, is the basis for achieving employee empowerment as well as knowledgeable management and governance; modern employees are highly educated knowledge workers; yet, the mindset of managers has not evolved accordingly. The emerging discipline of Enterprise Engineering, as conceived by the authors, is considered to be a suitable vehicle for achieving these goals. It does so by providing new, powerful theories and effective methodologies. A theoretical framework is presented for positioning the theories, goals, and fundamentals of enterprise engineering in four classes: philosophical, ontological, ideological and technological.
Keywords: scientific management; Taylorism; enterprise engineering; enterprise ontology; enterprise architecture; enterprise design; enterprise governance; enterprise management; enterprise development; complexity management; organisational concinnity; social devotion; employee empowerment; knowledgeable management.
International Journal of Organisational Design and Engineering, 2013 Vol.3 No.1, pp.86 - 114
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