Business Process Reengineering and Organizational Performance: An Exploration of Issues

1998 ◽  
Vol 18 (6) ◽  
pp. 381-392 ◽  
Author(s):  
K ALTINKEMER ◽  
A CHATURVEDI ◽  
S KONDAREDDY
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Business Process Reengineering ◽  
Process Reengineering

What is a Business Process?

2011 ◽  
pp. 32-50
Author(s):  
Ned Kock
Keyword(s):  
Total Quality Management ◽  
Organizational Performance ◽  
Process Improvement ◽  
Business Process ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Total Quality ◽  
Business Process Improvement ◽  
Show Business ◽  
Management Approaches

Business process improvement can be defined as the analysis, redesign, and subsequent change of organizational processes to achieve performance and competitiveness gains. The idea that business process-focused improvement can be used as a tool to boost organizational performance and competitiveness is not new. In fact, business process improvement has been the basis of several widely adopted management approaches, such as total quality management, business process reengineering, and organizational learning. As the following sections briefly show, business process-focused improvement can be a unifying concept of these management approaches.

scholarly journals The Effect of Business Process Re-Engineering on Organizational Performance: The Mediating Role of Information and Communications Technology

2019 ◽  
Vol 14 (9) ◽  
pp. 132
Author(s):  
Aysar Mohammad Khashman
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Business Process Reengineering ◽  
Information And Communications Technology ◽  
Process Reengineering ◽  
Management Support ◽  
Top Management Support ◽  
Mediating Role ◽  
Five Factors ◽  
Intermediary Role

The purpose of this study is to attempt to highlight the factors of business process reengineering (BPR) processes that effect on organizational performance in the Drivers and Vehicles License Department (DVLD) in Jordan through using ICT as a mediating role. From previous studies, five factors of BPR were adopted for this study, including "Ability to change, Selecting BPR Methodology, Organizational Culture, BPR strategic alignment, and Top management support ". ICT was used as an intermediary role for this structure to promote organizational performance. The study used the PLS software to analyze the basic relationships amongst the most relevant combinations between BPR, ICT, and Organizational Performance with a total of five constructs. As a result of the findings of operational, middle, and top levels (n=124) working in Drivers and Vehicles License Department (DVLD), it was awarded the King Abdullah II Award for Excellence in Jordan for 2018. It was found that there was a strong and statistically positive significant relationship between several variables of business process reengineering and organizational Performance by using the ICT as a mediating variable.

On IT Enabling of Business Process Reengineering in Organizations

2011 ◽  
Vol 403-408 ◽  
pp. 5177-5181 ◽  
Author(s):  
Joseph Sungau ◽  
Simon Samwel Msanjila
Keyword(s):  
Information Technology ◽  
Organizational Performance ◽  
Business Process ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Management Approach ◽  
The Core ◽  
Efficiency And Effectiveness ◽  
Effectiveness And Efficiency

Business Process Reengineering (BPR) is a management approach used to improve organizational performance through restructuring production activities of the core services for the purpose of enhancing their efficiency and effectiveness. Although BPR improves the efficiency of processes, it can hardly be applied in its own and thus it needs to be complemented with other concepts from other disciplines. Information technology (IT) tools are seen as accuracy and effective enabler of BPR approach in restructuring activities. This paper focuses on analyzing on how IT can be an enabler of BPR approach to restructuring processes in an organization for the purpose of enhancing the effectiveness and efficiency of processes. It presents the roles of IT in BPR for organizations. It also presents challenges on organizations when implementing the BPR.

Business Process Reengineering is not just for Businesses but is also for Governments

2002 ◽  
pp. 205-219
Author(s):  
K. Pelly Periasamy
Keyword(s):  
Developing Countries ◽  
Public Sector ◽  
Organizational Performance ◽  
Business Process ◽  
Business Process Reengineering ◽  
Developing Nations ◽  
Process Reengineering ◽  
The Public ◽  
Public Bodies

Business Process Reengineering (BPR) has been hailed as a cure for many of the woes in today’s organizations. Many organizations have embarked on BPR but the results have been mixed. Failure is not uncommon but this does not appear to have affected the BPR drive to achieve dramatic improvements in organizational performance. The pragmatic goal-driven approaches adopted by corporations and other businesses position them advantageously in their BPR pursuits. But what about public bodies with their bureaucratic baggage? Is BPR relevant to them? If relevant, is it feasible in the public sector, particularly the public sector of developing nations which tend to have bigger baggage? This chapter draws on the experience of Singapore to suggest strategies for reengineering practice in the public sector of developing countries and other nations.

The impact of business process reengineering on organizational performance during the coronavirus pandemic: moderating role of strategic thinking

foresight ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nur Shahira Shahul Hameed ◽  
Yashar Salamzadeh ◽  
Noor Fareen Abdul Rahim ◽  
Aidin Salamzadeh
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Business Process Reengineering ◽  
Strategic Thinking ◽  
Process Reengineering ◽  
Electronics Manufacturing ◽  
Manufacturing Companies ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose This paper aims to investigate the impact of business process reengineering on organizational performance in the Malaysian electronics manufacturing industry during the coronavirus pandemic. It also studied the moderating effect of strategic thinking on the relationship between these two concepts. Design/methodology/approach Data of 103 samples are obtained from a survey of the electronics manufacturing companies listed in the Federation of Malaysia Manufacturers’ directory. Data is analysed using partial least squares structural equation modelling. Findings The results show that business process reengineering dimensions, i.e. top management commitment, organizational readiness for change, information technology capabilities and people management have significant positive impacts on organizational performance; whereas organizational structure and other abovementioned dimensions were found to have a much stronger impact on organizational performance whilst strategic thinking exists in the organization. Practical implications As the studied firms have been affected by the pandemic, the results will be useful for managers of the firms in the Malaysian electronics manufacturing industry by highlighting the dimensions of business process reengineering that can have a positive and significant impact on the organizational performance and by advising them to incorporate strategic thinking. Originality/value The results extend the literature on business process reengineering dimensions, which impact organizational performance by empirically testing the relationship of those dimensions on the performance, with strategic thinking as a moderating variable in Malaysian electronics manufacturing companies. From the knowledge, studying strategic thinking as a moderator in the relationship between business process reengineering and organizational performance in electronics manufacturing companies in Malaysia is unique, especially during a global crisis, i.e. the pandemic.

scholarly journals Business Process Reengineering in a Volatility, Uncertainty, Complexity, Ambiguity, and Disruptive (VUCAD) Landscape

2020 ◽  
Vol 8 (5) ◽  
pp. 5376-5381
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Business Process ◽  
Business Process Reengineering ◽  
The Philippines ◽  
Management Program ◽  
Process Reengineering ◽  
Analysis And Design ◽  
Technology Roadmap ◽  
Quantum Leap

This paper presents a Business Process Reengineering in a Volatility, Uncertainty, Complexity, Ambiguity, and Disruptive (VUCAD) context in a telecommunication company in the Philippines. Telecommunication companies thrive to counter human resources related problems such as high attrition rates, expensive talent acquisition and management program in the telecom sector, access management and connectivity, and human resources productivity turn-over. In this age of Fourth Industrial Revolution (4IR) which heavily relies on the technology-driven operations, Business process re-engineering (BPR) has been seen to purport quantum leap and improvements in the organizational performance by looking and focusing the business process improvements in the technology roadmap design, analysis and design of process workflows, and business process within the confine of the organization. The researchers utilized a descriptive-evaluative research design using analytical tools SWOT and PEST. Based on the study, the telecom company should invest in integrating the emerging technologies in the operation, and that a Technology Roadmap was recommended. Further studies could be done using empirical analysis and other engineering techniques to solve recurring problems in telecommunication and other companies.

Engaging Employees in the Innovation Process

2019 ◽  
Vol 10 (1) ◽  
pp. 17-23
Author(s):  
Bruce D. Fischer ◽  
◽  
Holly B. Bachman ◽  
Keyword(s):  
Continuous Improvement ◽  
Business Process ◽  
Business Process Reengineering ◽  
Idea Generation ◽  
Innovation Process ◽  
Participation Rate ◽  
Process Reengineering ◽  
Quality Circles ◽  
And Training

There is a lack of broad participation in most idea generating programs in American organizations. In this paper, we consider ways to increase the participation rate in generating ideas across organizations. These approaches include measuring innovation rates and reporting them, encouraging continuous improvement in idea generation, raising participation in programs such as Business Process Reengineering and Quality Circles, and training in creativity that includes team efforts at ideation. We also consider the importance of encouragement in helping employees to take the risks necessary to generate ideas.

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