Factors characterising the maturity of BPR programmes
- 1 June 2003
- journal article
- Published by Emerald in International Journal of Operations & Production Management
- Vol. 23 (6), 596-624
- https://doi.org/10.1108/01443570310476645
Abstract
Addresses the implementation of business process re‐engineering (BPR) programmes in 33 public and private organisations wishing to improve performance. By reviewing the existing literature, the research presented here began by identifying ten dimensions along which BPR projects might be measured. This research then uses these dimensions to investigate two research questions. Uses factor analysis based on quantitative data to address these questions. The factor analysis identified three independent aspects of BPR implementation: strategy, process and cost. These terms were then used in labelling three characteristic approaches, strategic BPR, process‐focused BPR and cost‐focused BPR. To investigate causality we re‐visited seven of the original organisations which had been in the early stages of implementation. Preliminary results indicate that managers might avoid the naturalistic tendency towards slow or stalled BPR maturity by intervening in a strategic sense at an earlier stage of implementation, thus bringing an organisation to a mature BPR programme more quickly.Keywords
This publication has 14 references indexed in Scilit:
- Supply‐chain re‐engineering using enterprise resource planning (ERP) systems: an analysis of a SAP R/3 implementation caseInternational Journal of Physical Distribution & Logistics Management, 2000
- Revisiting BPR: a holistic review of practice and developmentBusiness Process Management Journal, 2000
- How to succeed at reengineeringManagement Decision, 1999
- Delivering BPR via task groupsWork Study, 1999
- Improving Your Key Business ProcessesThe TQM Magazine, 1994
- The new and the old of business process redesignThe Journal of Strategic Information Systems, 1994
- Information technology enabled business process redesign: An integrated planning frameworkOmega, 1993
- Business process reengineering at Pacific BellPlanning Review, 1993
- Reengineering information systems at Cincinnati MilacronPlanning Review, 1993
- BUSINESS PROCESS REENGINEERINGInformation Systems Management, 1993