An Examination of the Role of Organizational Enablers in Business Process Reengineering and the Impact of Information Technology

Abstract

The concept of BPR was first introduced by Hammer in 1990. Since initiation it has become a popular management toll for dealing with rapid technological and business change in today's competitive en-ABSTRACT This study examines organizational factors that affect the implementation of business process reengineering (BPR) when applying two specific Information Technologies (i.e., electronic data interchange and/or Internet technology). This research uses a survey methodology to gather information about how organizational enablers and IT affect BPR implementation. By determining the factors that affect BPR implementation, these factors can be managed in the best interest of customers, employees, and organizations. From the nine hypotheses tested in this study, six factors found to be positively associated with successful implementation of BPR. These factors are: top management supports, change management, centralization of decision making, formalization of procedure, organizational culture, and customer involvement. No significant relationship is found between employee resistance and integration of jobs with successful implementation of BPR. In this research we found that the lack of resources is negatively associated with successful implementation of BPR. We also found that, different information technologies such as those examined in this paper-EDI and Internet-provide different capabilities and can be useful in different ways and for different purposes. The findings of this research can help practitioners to better understand the role of critical success and failure factors in BPR, as well as the impact of different Information Technologies on BPR. By determining the factors that affect BPR implementation, these factors can be managed in the best interest of customers, employees, and organizations.

Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors

“…Since BPR changes the organizational processes, employees should have adequate skills to do the new tasks. Through a proper training program, employees will have an in-depth comprehending of their new tasks [4], [45], [47].…”

“…Top management commitment and Support [4], [5], [8], [36], [37], [41], [42], [43], [44], [45], [46], [47].…”

A Research on the Relationship between Top Managers’ Intelligence and Their Ideas about Business Process Reengineering: Consideration of Emotionality and Spirituality

“…Similar to workers, managers may be afraid of losing their power, the status quo, or even their jobs (Ahadi, 2004), thus the solutions proposed in the prior paragraph can also be applied to empower management commitment. When the top management is the subject, however, commitment becomes more crucial than ever.…”

“…Marjanovic, 2000;Goksoy et al, 2012) add psycho-social facts while subjecting BPR and a further step is the notion that emotional capabilities are effective players in the design (Becker, Kugeler, & Rosemann, 2011) and implementation (Caya, Brunelle, Leger, & Grebot, 2012) processes, and thus the success of BPR. All these processes result in an overall change and it has to be managed, which in turn, highlights managers' skills (Boeker, 1997) and exclusively their emotional capabilities (Attaran, 2000) as these capabilities-especially when leadership is applied in favor of BPR (Ahadi, 2004)-can enamor managers' commitment to BPR (Crowe, Fong, Bauman, & Zayas-Castro, 2002) and be used to convince workers in favor of the change, which BPR brings with (Zaheer et al, 2010).…”

Radical Transformation of Small and Medium Financial Institutions: The effect of Change Management factors on Organization Performance

“…Organisational culture is an important factor in successful implementation of a change management programme. A classless culture supports the attitudes of employees' cooperation, coordination, and empowerment (Ahadi, 2004). An egalitarian culture should be developed within the organization to enable the successful implementation of any organizational change.…”