Strategies for Business Process Reengineering: Evidence from Field Studies

Earl, Michael J.; Sampler, Jeffrey L.; Short, James E.

doi:10.1080/07421222.1995.11518069

Cited by 86 publications

(42 citation statements)

References 27 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Davenport (1993) also believed that BPR should involve process innovation with a business-wide scope, implying a complete redesign of all business processes. Earl et al (1995) state that, 'BPR has meant redesigning existing business processes and implementing new ones. ' Whitman & Gibson (1997) note that the need for fundamental redesign has increased with the rate of change in the business environment.…”

Section: Literature Reviewmentioning

confidence: 99%

Critical Factors and Benefits in the Implementation of Customer Relationship Management

Chang

2007

Total Quality Management & Business Excellence

View full text Add to dashboard Cite

In competitive consumer markets, building and maintaining a good relationship with customers is essential to long-term business survival. Currently, firms are applying Customer Relationship Management (CRM) to facilitate the maintenance of this relationship. This investigation applies interview survey methods to explore the relationship between Business Process Reengineering (BPR), Organizational Learning, Relationship Quality, and Organizational Performance in the implementation of a CRM system. Among these factors, BPR and Organizational Learning are the first steps in the construction of CRM. BPR involves staff reward and training, organizational structure, and information technology tools. Organizational learning involves commitment to learning, shared visions and open-mindedness. Relationship Quality involves trust, satisfaction and commitment, which are intended to be increased by the implementation. The Balanced Scorecard approach is applied to the measurement of Organizational Performance, involving the internal business process, learning and growth, customer, and financial performance perspectives. Overall, the study supports the proposition relationship between the four perspectives. The actual implementation of CRM is believed by the respondents to contribute to an improvement in relationship quality and organizational performance, and the consensus is that implementation of a CRM system should be preceded by BPR and organizational learning.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Critical Factors and Benefits in the Implementation of Customer Relationship Management

Chang

2007

Total Quality Management & Business Excellence

View full text Add to dashboard Cite

show abstract

“…While the role of IT may vary from firm to firm, there are many ways that competitive advantage may be derived from the IS strategies and practices [15]. The IS unit is viewed as most effective when its activities are closely aligned with and strongly support key business processes [7].…”

Section: Research Hypotheses 5 Andmentioning

confidence: 99%

How involvement, IS management effectiveness, and end-user computing impact IS performance in manufacturing firms

Rondeau

Ragu-Nathan

Vonderembse

2006

Information & Management

View full text Add to dashboard Cite

“…According to Earl, Sampler and Short (1995), Grover, Jeong, Kettinger and Teng (1995) and AlMashari and Zairi (1999) …”

Section: Factors Of Business Process Reengineeringmentioning

confidence: 99%

Implementation of 5S tools as a starting point in business process reengineering

Vorkapić¹,

Ćoćkalo²,

Djordjević³

et al. 2017

JEMC

View full text Add to dashboard Cite

The paper deals with the analysis of elements which represent a starting point in implementation of a business process reengineering. We have used Lean tools through the analysis of 5S model in our research. On the example of finalization of the finished transmitter in IHMT-CMT production, 5S tools were implemented with a focus on Quality elements although the theory shows that BPR and TQM are two opposite activities in an enterprise. We wanted to distinguish the significance of employees' self-discipline which helps the process of product finalization to develop in time and without waste and losses. In addition, the employees keep their work place clean, tidy and functional.

show abstract

Strategies for Business Process Reengineering: Evidence from Field Studies

Cited by 86 publications

References 27 publications

Critical Factors and Benefits in the Implementation of Customer Relationship Management

Critical Factors and Benefits in the Implementation of Customer Relationship Management

How involvement, IS management effectiveness, and end-user computing impact IS performance in manufacturing firms

Implementation of 5S tools as a starting point in business process reengineering

Contact Info

Product

Resources

About