Organizational enablers of business process reengineering implementation

Hashem, Gharib

doi:10.1108/ijppm-11-2018-0383

Cited by 30 publications

(25 citation statements)

References 72 publications

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“…It signifies that human resources readiness had a positive and significant effect on organization entrepreneurship. Research by Hashem (2019) entitled organizational enablers of business process reengineering implementation an empirical study on the service sector mentions the main organizational factors that contribute to the successful implementation of business process reengineering (BPR) in the Egyptian banking sector. These include management commitment, information technology (IT) infrastructure, people management, change readiness, centralization, and formalization.…”

Section: The Effect Of Human Resource's Readiness For Change On Organization Entrepreneurshipmentioning

confidence: 99%

The Effect of Organizational Culture and Readiness to Change on Organizational Entrepreneurship: The Role of Competence

Diwanti

Suryanto

Iswati

et al. 2021

MABIS

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Research aims: The purpose of this study is to reveal/investigate how the organizational culture changes the readiness of human resources through entrepreneurial competence to run an organization. At present, the organization's existence is very competitive with other organizations, making human resources a strategic resource owned by the organization. Therefore, organizations must be able to respond to many events that cause changes in the environmental forces that influence them.Design/Methodology/Approach: The type of research is quantitative research. This study used a questionnaire as the survey technique. The analysis of this research was carried out by conducting a classic assumption test, including the multicollinearity test, heteroscedasticity test, and normality test. Furthermore, the data were analyzed employing multiple linear regression analysis, namely the coefficient of determination test (R2), simultaneous significance test (F), and the test of the significance of individual parameters (T). Intervening variables were tested with path analysis and multiple tests.Research findings: This study’s results revealed that organizational culture, readiness for change, and competence positively and significantly influenced organizational entrepreneurship. Organizational culture and/or readiness for change with competence as an intervening variable also positively and significantly influenced organizational entrepreneurship. Organizational entrepreneurship was influenced by 64% by organizational culture and readiness for change in human resources. Meanwhile, the remaining 36% was explained by other variables outside this study’s model.Theoretical contribution/Originality: The novelty of this research is that organizational entrepreneurship is a reference for business independence in an organization.Practitioner/Policy implication: Organizational entrepreneurship exists in organizations that have business entities for organizational independence.

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Section: The Effect Of Human Resource's Readiness For Change On Organization Entrepreneurshipmentioning

confidence: 99%

The Effect of Organizational Culture and Readiness to Change on Organizational Entrepreneurship: The Role of Competence

Diwanti

Suryanto

Iswati

et al. 2021

MABIS

View full text Add to dashboard Cite

show abstract

“…The emphasis has been on the supply chain and management of further operations in the manufacturing and construction sector, which has led to the performing of a limited number of researches on services supply chain. Generally, the factor that distinguishes between the manufacturing and service operations of the organization and differentiates between experts in the production supply chain and services supply chain is the nature and feature of the services (Baltacioglu et al, 2007;Hussain et al, 2016;Breidbach et al, 2015;Hashem, 2019). For instance, the intangibility of service has made the application of some logistic activities in the service chain impossible.…”

Section: Literature Review 21 Service Supply Chainmentioning

confidence: 99%

Process-oriented improvement: a modern look at drawing the organizational progress roadmap

Sadrabadi

Zanjirchi

Jalilian

2020

IJPPM

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PurposeIn Iran, the Bank A is one of the largest and most effective banks of the banking network. The continued success of Bank A in improving the economic level of the country and satisfying the customers depends on recognizing all banking activities and processes in the form of supply chain and performing the necessary managerial acts in order to enhance the relevant processes. In this regard, the present study aimed to improve the most effective processes of banking services supply chain of Bank A in Iran.Design/methodology/approachThe present study was applied and descriptive. Research population included the heads, deputies and active experts in Bank A, who were selected through judgmental and saturation sampling methods to complete the questionnaire and participate in interviews and conference sessions. Regarding to aim of study, the integrated approach of intuitionistic fuzzy based DEMATEL-ISM was used.FindingsAccording to the results, the processes of product delivery, information technology management, public relations and advertising management, risk management, and marketing and sales management exerted the most impacts on other processes in the supply chain. Finally, after designing a process improvement path, solutions were presented to improve the most effective processes.Originality/valueIn this research, efforts were dedicated to the recognition of the major processes of the services supply chain of Bank A, designing the process framework of the bank and improving the prioritized processes by evaluating the causal relations that exist among the processes of the services supply chain.

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“…Dan agar penggunaan TI ini dapat selaras dengan tujuan dari BPR yang hendak dicapai maka diperlukan komitmen dan komunikasi yang terbuka dari pihak top management kepada segenap staf di bawahnya dan partisipasi semua pihak [11] [12]. Meski TI memegang peranan penting, namun TI hanyalah salah satu faktor pendukung kesuksesan dalam implementasi BPR di samping faktor komitmen dari pihak management [24] [25]. Dalam konteks implementasi BPR, komunikasi dan dukungan dari pihak management inilah yang justru menjadi faktor kritis atas kesuksesan BPR, karena pihak management memegang peranan penting untuk menumbuhkan motivasi dan penerimaan dari karyawannya terhadap perubahan yang berlangsung [26][27] [28].…”

Section: Pendahuluanunclassified

Business Process Reengineering: The Role of Information Technology as a Determinant of Success for Improving Performanc

Dinata

2020

Inf. J. Ilm. Bid. Teknol. Inf. dan Komun.

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Implementation of Business Process Reengineering (BPR) in companies that are worth trying and agreeing with companies that have failed. Recognizing the advantages behind BPR, a leading organization in Indonesia which is engaged in property sector, seeks to improve itself in order to face competition from its competitors. This study aims to evaluate the success of the organization in implementing BPR in terms of cost, time, quality and flexibility by comparing the observations of conditions before the implementation of BPR and afterwards. The results of this study indicate that the success of an organization in implementing BPR cannot be separated from the support and communication established by Management to its subordinates. Likewise, the strategic role of Information Technology (IT) is also a key success factor achieved in the implementation of this BPR. The existence of IT has enabled changes to the design of the business process because IT is more than just a tool to automate the process but is also the fundamental that shapes how the business itself is done

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Organizational enablers of business process reengineering implementation

Cited by 30 publications

References 72 publications

The Effect of Organizational Culture and Readiness to Change on Organizational Entrepreneurship: The Role of Competence

The Effect of Organizational Culture and Readiness to Change on Organizational Entrepreneurship: The Role of Competence

Process-oriented improvement: a modern look at drawing the organizational progress roadmap

Business Process Reengineering: The Role of Information Technology as a Determinant of Success for Improving Performanc

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