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In today's competitive environments enterprises face diminishing
market life spans, increasing pressure on profit margins and
increasingly complex c- tomer requirements. Thus in their
operations, modern organizations have to find a high-level balance
between dynamics, complexity and precision in order to best utilize
their markets. Organization Theory and Industrial En- neering, the
disciplines on hand helping industry to cope with this challenge,
soon identified process optimizations as the key to possible
solutions. Many efforts have been undertaken to provide sound
theoretical models to deal with complexity and dynamics and
streamline business processes. These efforts on the one hand helped
companies to be more precise in carrying out their actions and even
provided solutions to produce customized products at near-mass
production prices (Mass-Customization). On the other hand it t- ned
out to be one of the most difficult tasks to generalize and
transfer ex- riences gained in one process-reengineering project to
another and put the theoretical models into practice. Not without
reason is it the extremely high failure rate of
business-process-reengineering projects that today deters most
enterprises from entering such adventures. Right at the same time
there emerged a new and highly promising scientific branch,
Knowledge Management, that attracted many disciplines - among
others again Organization Theory and Industrial Engineering.
Knowledge was identified as a major production factor. In
industrialized countries, value added is mainly raised by the
intellectual abilities of a company's workforce.
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