Exploring Factors that Contribute to Success of Business Process Reengineering and Impact of Business Process Reengineering on Organizational Performance
Globalization and intensive competitive environment compels organizations move toward change adoption and innovation to gain and retain theirselves in dynamic competitive region. Business process reengineering is one of the most dominant strategic approaches to bring incredible and radical change within organization. Business process reengineering has been touted as a fundamental and crucial management instrument to achieve dramatic and radical enhancement in performance and competitiveness.
The core purpose of this study is to explore relationship between business process reengineering and organizational performance and demystify different factors that contribute towards success of BPR. Study is qualitative in nature so we conducted interviews from top management people at banking sector whose involved in BPR process to explore that how they have applied BPR successfully and how BPR effects banks performance. In the light of literature and interviews results revealed that business process reengineering has strong positive and significant association with organizational performance. Results also revealed and identified different factors that contribute in successful BPR implementation. IT capabilities play a significant role in BPR which ultimately enhance organizational performance. At last research limitations, implications and directions for further research also mentioned.
Ahmad, H., Francis, A., & Zairi, M. (2007). Business process reengineering: critical success factors in higher education. Business Process Management Journal, 13(3), 451 469.
Al-Mashari, M., Irani, Z., & Zairi, M. (2001). Business process reengineering: a survey of international experience. Business Process Management Journal,7(5), 437-455.
Al-Mashari, M., & Zairi, M. (1999). BPR implementation process: an analysis of key success and failure factors. Business Process Management Journal, 5(1), 87-112.
A.R. Dennis, T.A. Carte, and G.G. Kelly. Breaking the rules: success and failure in groupware-supported business process reengineering. Decision Support Systems, 2003, 36 (3): 31-47.
Archer, R., & Bowker, P. (1995). BPR consulting: an evaluation of the methods employed. Business Process Re-engineering & Management Journal, 01(02), 28-46
Bertrand I,O, (2010), Strategic Management and Information Systems, Individual Easy, submitted in Middlesex University, Dubai
Caron, M.; S.L. Jarvenpaa; and D.B. Stoddard. 1994."Business Reengineering at CIGNA Corporation: Experiences and Lessons Learned from the First Five Years". Management Information Systems Quarterly, pp. 233-250.
Davenport, T.H., Short, J.E., 1990. The new industrial engineering: Information technology and business process redesign. Sloan Management Review 31 (4), 11–27.
Goksoy, A., Ozsoy, B., & Vayvay, O. (2012). Business process reengineering: strategic tool for managing organizational change an application in a multinational company. International Journal of Business and Management, 7(2), p89.
Grover, V, Jeong, SR, Kettinger, WJ & Teng, JTC 1995, ‘The implementation of business process reengineering’, Journal of Management Information Systems, vol. 12, no. 1, pp. 144.
Grover, V, Teng, J, Segars, AH & Fielder, K 1998, ‘The influence of information technology diffusion and business process change on perceived productivity: the IS executive’s perspective’, Information & Management, vol. 34, no. 3, pp. 141–159.
Hammer,M., Champy.J., (1993), Reengineering the Corporation: A Manifesto for Business Revolution., Harper Collins, London..
K, Salimifard, M.A. Abbaszadeh, and A, Ghorbanpur. Interpretive Structural Modeling of Critical Success Factors in Banking Process Re-engineering. International Review of Business Research Papers.2010, 6 (2): 95-103.
Maleki, T., & Beikkhakhian, Y. (2011). Business process reengineering implementation: an investigation of critical success factors. In 2011 International Conference on Information and Finance IPEDR (Vol. 21).
Ringim, K. J., Razalli, M. R., & Hasnan, N. (2011). Effect of Business Process Reengineering Factors on Organizational Performance of Nigerian banks: Information Technology Capability as the Moderating Factor. Int. J. Bus. Soc. Sci, 2(13), 198-201
Petrozzo, D.P., Stepper, J.C., 1994. Successful Reengineering. Van Nostrand Reinhold, New York.
Habib, M. N., Shah, D.A. (2013). Business Process Reengineering: Literature Review of Approaches and Applications. Proceedings of 3rd Asia-Pacific Business Research Conference. Kuala Lumpur: ISBN: 978-1-922069-19-1.
H.A. Reijers, and S.L. Mansar. Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics. Omega, 2003, 33 (4): 283-306.
Hall, G., Rosenthal, J. and Wade, J. (1993), “How to make reengineering really work”, Harvard Business Review, Vol. 71 No. 6, pp. 119-31.
Heffron Florence. 1968. Organization Theory and Public Organizations. New Jersey.
Randle, W.M. (1995). Delivering the future: Redefining the role of banks in new competitive environment. Bank Management, 71(1), 45-58.
Ranganathana, C. and Jasbir S. Dhaliwal, b, 2001, “A survey of business process reengineering practices in Singapore,” Information & Management Volume 39, Issue 2 December, Pages 125-134
T. Guimaraes. Field testing of the proposed predictors of BPR success in manufacturing firms. Journal of Manufacturing Systems, 1999, 18 (1): 53-65.
Weicher, M.; W. Chu; W.C. Lin; V. Le; and D. Yu.1995. Business Process Reengineering Analysis and Recommendations. Baruch College. http://www.netlib.com/bpr1.htm
Zinser, S., Baumgärtner, A., & Walliser, F.-S. (1998). Best practice in reengineering: a successful example of the Porsche research and development center. Business Process Management Journal, 4(2), 154-167.
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.