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The following are the articles I've found related to the final research paper ( all from Harvard Business Review [HBR]):

The Empowerment Effort That Came Undone

Jan-Feb 1995(pp20-31)

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Changing the role of top Mgt: Beyond Structure to Processes

James C. Anderson and James A. Narus; HBR, Jan-Feb 1995 (pp86-96)

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Leveraging Processes for Strategic Advantage: A Roundtable with...

David Garvin; HBR, Sept-Oct 1995 (pp76-90)

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Getting It Done: New Roles for Senior Executives

Thomas M. Hout and John C. Carter; HBR, Nov-Dec 1995 (pp133-145)

Abstract:

-However much senior executives may need to cooperative, they also compete with one another

-Senior executives were good at championing change but poor at changing themselves

-what passed for repect was really irresponsibility and ultimately undermined the entire reengineering effort

-reengineering works only if the company's best people develop new process designs and then sell them to the organization.

-some aren't cut out for the new environment; others don't want to change but don't know how.

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