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Business process re‐engineering concepts and tools effectiveness: a survey of practitioners
Author(s) -
Kohli Rajiv,
Hoadley Ellen D.
Publication year - 1997
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/(sici)1099-1441(199712)4:4<278::aid-kpm103>3.0.co;2-7
Subject(s) - process (computing) , computer science , process management , data science , business , operating system
Business Process Re‐engineering (BPR) has been embraced by business organizations as an approach to implement and manage change. Managers are being trained to apply several concepts and techniques to successfully manage the change process. However, there is little empirical evidence to support claims of the effectiveness of concepts and techniques in practice. This paper reports results of a survey conducted to assess the perceived effectiveness of BPR concepts and tools among business practitioners. The survey also gathered data on demographic variables to investigate relationships between the nature of work and the duration of experience with the perceptions of BPR concepts and tools. The results indicate that surveyed practitioners perceived BPR concepts and tools as effective. Practitioners in financial and manufacturing fields of business in particular found benchmarking and use of customer data as effective techniques in BPR implementation. © 1997 John Wiley & Sons, Ltd. and Cornwallis Emmanuel Ltd.