@inbook {,
	title = {A coordination theory approach to process description and redesign},
	booktitle = {Organizing Business Knowledge: The MIT Process Handbook},
	year = {2003},
	publisher = {MIT Press},
	organization = {MIT Press},
	type = {Technical report},
	abstract = {Managers must understand, influence, and redesign organizational processes to improve business performance. In this paper we present a technique for documenting a business process. The technique has six steps: defining process boundaries, collecting data, determining actors and resources, determining activities, determining dependencies and model verification. While similar to other processmapping techniques, our approach is novel in incorporating ideas from coordination theory, thus the attention to dependencies. As a result, the technique is useful both for documenting a process and suggesting ways in which the process could be redesigned. We present an extended illustration with the hope that the technique can be used by readers of this article.},
	keywords = {Coordination},
	isbn = {9780585480244},
	attachments = {https://crowston.syr.edu./sites/crowston.syr.edu/files/wp204.pdf},
	author = {Kevin Crowston and Osborn, Charley}
}
@article {Malone:1999,
	title = {Tools for inventing organizations: Toward a handbook of organizational processes},
	journal = {Management Science},
	volume = {45},
	number = {3},
	year = {1999},
	note = {Reprinted in Malone, T. W., Crowston, K. \& Herman, G. (Eds.) Organizing Business Knowledge: The MIT Process Handbook. Cambridge, MA: MIT Press, 2003.
Reprinted in Malone, T. W., Laubacher, R. \& Scott Morton, M. S. (Eds.). Inventing the Organizations of the 21st Century. Cambridge, MA: MIT Press, 2003.},
	pages = {425{\textendash}443},
	abstract = {This paper describes a novel theoretical and empirical approach to tasks such as business process redesign and knowledge management. The project involves collecting examples of how different organizations perform similar processes, and organizing these examples in an on-line "process handbook." The handbook is intended to help people: (1) redesign existing organizational processes, (2) invent new organizational processes (especially ones that take advantage of information technology), and (3) share ideas about organizational practices. 
A key element of the work is an approach to analyzing processes at various levels of abstraction, thus capturing both the details of specific processes as well as the "deep structure" of their similarities. This approach uses ideas from computer science about inheritance and from coordination theory about managing dependencies. A primary advantage of the approach is that it allows people to explicitly represent the similarities (and differences) among related processes and to easily find or generate sensible alternatives for how a given process could be performed. In addition to describing this new approach, the work reported here demonstrates the basic technical feasibility of these ideas and gives one example of their use in a field study.},
	keywords = {Coordination, Handbook, Process},
	doi = {10.1287/mnsc.45.3.425},
	attachments = {https://crowston.syr.edu./sites/crowston.syr.edu/files/ms99.pdf},
	author = {Malone, Thomas W. and Kevin Crowston and Lee, Jintae and Pentland, Brian and Dellarocas, Chrysanthos and Wyner, George and Quimby, John and Osborn, Charley and Bernstein, Avi and Herman, George and Klein, Mark and O{\textquoteright}Donnell, Elissa}
}
