BPR implementation in Europe: the adaptation of a management concept

Gallastegi, Eneka Albizu; Olazaran, Mikel

doi:10.1111/j.1468-005x.2006.00162.x

Cited by 15 publications

(17 citation statements)

References 24 publications

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“…A second major research theme is outcome, the organisational benefits that businesses achieve by taking a processes-oriented view of organisational improvement (Gulledge & Sommer, 2002;Kohlbacher, 2010;Larsen & Myers, 1997;Mansar & Reijers, 2007). Although early researchers argue that firms should strive for radical changes with dramatic effects on productivity and costs (Hammer & Champy, 1993), current research has found that most projects find the radical approach too challenging, and therefore realise more modest benefits (Albizu & Olazaran, 2006;Grover et al, 1995), whether effectiveness or efficiency gains.…”

Section: Total Quality Managementmentioning

confidence: 98%

Strategising IT service management through ITIL implementation: model and empirical test

Eikebrokk

Iden

2015

Total Quality Management & Business Excellence

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Research on the Information Technology Infrastructure Library (ITIL) lacks appropriate theories and models that capture the distinct characteristics and implications of the ITIL implementation practice. The purpose of this study is to close this gap. Based on a literature review, we develop and empirically validate a theoretical model: the ITIL Implementation Project Model. The model includes significant antecedents, which provide a foundation upon which an effective ITIL implementation project can be built, as well as the pertinent effects of implementing ITIL. The results contribute to the current research stream on the strategising of IT service management as well as to an improved understanding of the IT function in organisations. The model provides IT executives with practices for improving ITIL implementation quality and for assessing the benefits of their efforts.

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Section: Total Quality Managementmentioning

confidence: 98%

Strategising IT service management through ITIL implementation: model and empirical test

Eikebrokk

Iden

2015

Total Quality Management & Business Excellence

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“…Studies shows that the objectives of BPR are very clear and it covers all the aspects of business needs e.g. increasing revenues (Eisner, 2000), dramatic changes in profits and market share (Knights and Willmott, 2000), improving quality of customer service (Ranganathan and Dhaliwal, 2001), induction of new products and services (Choi, 1995), reducing operating cost (Knights andWillmott, 2000, Maglitta, 1995), streamlining operations (Colin and Coulson, 1997), meeting client's demands (Albizu and Olazaran, 2006), and to overcome crises situation (Hammer and Stanton, 1995).…”

Section: Introductionmentioning

confidence: 99%

Business Process Reengineering (BPR) Initiatives in Public Sector of Pakistan

Habib¹,

Jamal²

2013

BER

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This study examined three cases from the service sector to examine the BPR initiative in the public sector of Pakistan. The purpose of this study was to investigate and compare reengineering efforts in the public sector and to find an answer to the question, 'How are these initiatives taking place in developing countries. In-depth interviews were conducted with top management of all three organizations, and the planning documents were reviewed for understanding the planning, implementation, purpose, and performance of the BPR initiative. The background of the BPR process with a set of questions was extracted from literature on reengineering, and then the three cases (firms) were discussed with figures of the current and previous systems. Afterwards, information extracted from semi-structured interviews is presented using a qualitative data technique for comparative analysis and discussion. The study reveals that there are successes and failures in BPR projects of the same public sector (reasons of failure and success are discussed); however, it is a positive sign that government and concerned stakeholders are taking initiatives for public sector reform in Pakistan.

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“…Empirically, research by critical scholars (Adler and Cole, 1993;Vidal, 2007a) demonstrates there are many forms of non-value added activities that can be identified and eliminated -inefficient layouts and process flows, bottlenecks, slow machine changeovers and so on -without resorting to work intensification. Further, it has been shown in a range of private and public sector contexts (Adler and Cole, 1993;Albizu and Olazaran, 2006;Blair et al, 1998;Kochan et al, 1997;Leverment et al, 1998;Stanton et al, 2014;Vidal, 2007b) that reengineering and lean can be implemented to include true multi-skilling and substantive employee involvement -even if such outcomes are the small minority of cases.…”

Section: Introductionmentioning

confidence: 99%

Customer-driven management models for choiceless clientele? Business process reengineering in a California welfare agency

Esbenshade

Vidal

Fascilla

et al. 2015

Work, Employment and Society

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Business process reengineering and lean are increasingly used to restructure public sector work. This article presents a case study of reengineering in a California welfare agency. It finds extensive work intensification and reduced autonomy for the workforce, and deteriorating service for the clientele. Rather than attribute these outcomes as inherent to the business process reengineering model, this article emphasizes how cost cutting and quantitative efficiency were prioritized over worker empowerment and service quality because the organization is a government agency facing severe budgetary pressures under neoliberalism, and the clientele consists of indigent families and individuals who have no choice of an alternative provider.

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BPR implementation in Europe: the adaptation of a management concept

Cited by 15 publications

References 24 publications

Strategising IT service management through ITIL implementation: model and empirical test

Strategising IT service management through ITIL implementation: model and empirical test

Business Process Reengineering (BPR) Initiatives in Public Sector of Pakistan

Customer-driven management models for choiceless clientele? Business process reengineering in a California welfare agency

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