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Framework of business process re-engineering success and failure factors

Ringim, Kabiru Jinjiri and Razalli, Mohd Rizal and Hasnan, Norlena (2010) Framework of business process re-engineering success and failure factors. In: 2nd International Conference on Technology and Operations Management (ICTOM), 5 - 7 July 2010 , Bayview Hotel, Langkawi. (Unpublished)

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The purpose of the paper is to take a comprehensive look at Business Process Reengineering (BPR), which is a new management paradigm that examine the flow of activities and information that make up the key business processes in an organization with a view to simplify processes, to achieve firm’s operational desired goals of cost and cycle time reduction, speed, customer satisfaction and or improvement in quality and flexibility (Morrow and Hazel 1992). It focuses exclusively on improving the internal process operations to pull off dramatic improvement in corporate performance objectives (Short and Venkatraman 1992). BPR has attracted the attention of so many professionals, academicians and practitioner. The subject matter becomes a hot jingle word in management and information system disciplines. This paper attempts to discuss the differences and similarities between BPR and other management tools of approach, reengineering success factors, reasons for BPR failures and explanations on the four keywords in BPR definition: fundamental, radical, dramatic, and process. The discussion is based on an extensive literature analysis on the subject matter.

Item Type: Conference or Workshop Item (Paper)
Additional Information: Organized by UUM College of Business, Universiti Utara Malaysia
Uncontrolled Keywords: Business process re-engineering; Processes performance; Quality and Time based movement; Re-engineering success and failure factors; Banking
Subjects: H Social Sciences > HD Industries. Land use. Labor
Divisions: School of Technology Management & Logistics
Depositing User: Mrs. Norazmilah Yaakub
Date Deposited: 26 Dec 2011 01:18
Last Modified: 26 Apr 2016 00:56

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