Purpose – The purpose of this paper is to examine the critical success factors of business process reengineering (BPR) in higher education (HE).Design/methodology/approach – Empirical case studies collected from three private higher education institutions in Malaysia, which have embarked on BPR successfully.Findings – Seven factors were found to be critical to BPR implementation success. The factors are teamwork and quality culture, quality management system and satisfactory rewards, effective change management, less bureaucratic and participative, information technology/information system, effective project management and adequate financial resources.Research limitations/implications – The paper provides a framework for future research to explore organisational development in making BPR happen successfully.Originality/value – This research contributes to studies of BPR in HE context, by considering the soft issues in its implementation.

Business process reengineering: critical success factors in higher education

This study examines organizational factors that affect the implementation of business process reengineering BPR when applying two specific Information Technologies i.e., electronic data interchange and/or Internet technology. This research uses a survey methodology to gather information about how organizational enablers and IT affect BPR implementation. By determining the factors that affect BPR implementation, these factors can be managed in the best interest of customers, employees, and organizations. From the nine hypotheses tested in this study, six factors found to be positively associated with successful implementation of BPR. These factors are: top management supports, change management, centralization of decision making, formalization of procedure, organizational culture, and customer involvement. No significant relationship is found between employee resistance and integration of jobs with successful implementation of BPR. In this research we found that the lack of resources is negatively associated with successful implementation of BPR. We also found that, different information technologies such as those examined in this paper-EDI and Internet-provide different capabilities and can be useful in different ways and for different purposes. The findings of this research can help practitioners to better understand the role of critical success and failure factors in BPR, as well as the impact of different Information Technologies on BPR. By determining the factors that affect BPR implementation, these factors can be managed in the best interest of customers, employees, and organizations.

An Examination of the Role of Organizational Enablers in Business Process Reengineering and the Impact of Information Technology

Changes in the contemporary labour market have resulted in an increasing demand for flexibility in the work context. The present research examines the associations between unemployed individuals’ work values and their attitudes towards job flexibility. Consistent with Expectancy-Value Theory, results showed that the general concept of employment value was positively related to all measured types of flexibility, that is, training flexibility, pay flexibility, the flexibility to accept an undemanding job, and the flexibility to accept a job for which one is over-qualified. In line with Self-Determination Theory, holding an intrinsic work value orientation related positively to training and pay flexibility, whereas extrinsic work value orientation was negatively related to these two types of flexibility. Overall, these results indicate that not only the degree of employment value but also the content of unemployed individuals’ work value orientations matter in understanding their job flexibility. apps_391 296..317

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Unemployed individuals' work values and job flexibility: An explanation from expectancy-value theory and self-determination theory

A business process reengineering (BPR) project concerning a supply chain management (SCM) system of a heavy machinery manufacturing company has been discussed in this paper. The BPR implementation process model has been described. The principal objective of this project has been to bring about radical changes in the mind sets, management styles and systems of a very mature but large organization in India. The implementation process has been very successful because the model has been explored by an organizational development initiative. BPR is both feasible and worthwhile in business only when ideas and ideals are put willingly in practice; and is practised in a collaborative mode to get closer to the people, especially at the floor level, and to customers and suppliers.

Reengineering of a supply chain management system: A case study

The purpose of this paper is to investigate the main organizational factors that contribute to the successful implementation of business process reengineering (BPR) in the Egyptian banking sector. These factors include management commitment, information technology (IT) infrastructure, people management, change readiness, centralization and formalization.,The key organizational enablers were identified through an extensive literature review. Then, statistical analysis was carried out based on data collected, using a questionnaire instrument, from 184 managers employed in 38 banks operating in Egypt.,The results of the study indicate that management commitment, IT infrastructure, people management, change readiness and organizational structure with a low degree of formalization are critical enablers for implementing a successful BPR program within the Egyptian banking sector.,The results may support managers of banks in identifying and assessing the influence of integrating organizational factors that facilitate or hinder the successful implementation of BPR.,Since 2004, the Egyptian banking system has involved in major reform programs and many BPR efforts. Much research effort is required to investigate the BPR projects within the Egyptian banks in order to develop a concrete base of knowledge and understanding of the nature of BPR and factors that support its successful implementation. Moreover, there is an insufficiency of empirical studies regarding the implementation of BPR within the Egyptian service sector. The current study fills this gap by exploring and examining the main organizational factors affecting BPR implementation in a developing country.

Organizational enablers of business process reengineering implementation: An empirical study on the service sector

The paper first provides various definitions of re-engineering. Next, it explains why companies undertake re-engineering and what are the major inputs to it. An attempt is made to provide a sequence of steps that must be gone through for implementing any re-engineering project. In addition, the paper highlights the great risks and problems, which cannot be avoided during its execution. In the end, the authors argue that re-engineering includes little that is new, rather most of its constituents can be found in the improvement programmes of the past. Even the success factors for re-engineering are not much different than those of the other programmes. The paper also provides a tabular analysis of 25 published re-engineering caselets in support of the thesis that reengineering is not new but it can be any combination of action-items which can help to improve the profitability and long-term survival of the company. Finally a few conjectures about the future of such programmes are also outlined.

Re-engineering: a breakthrough or little new

This paper first provides various definitions of the term re-engineering. Next, it explains why companies undertake re-engineering and what factors represent major inputs to the process. An attempt is made to provide a sequence of steps that must be gone through for implementing any re-engineering project. In addition, the paper highlights those key risks and problems that cannot be avoided during its execution. In the end, the authors argue that re-engineering includes little new; rather, most of its constituents can be found in organizational improvement programs of the past. Even the success factors for re-engineering are not much different from those of earlier programs. The paper also provides a tabular analysis of 25 published re-engineering caselets in support of the thesis that re-engineering is not new, but can be any combination of action-items designed to improve the profitability and long-term survival of a company. Finally, a few conjectures about the future of re-engineering programs are outlined.

Re-engineering: a breakthrough or little new?

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Re-engineering: a breakthrough or little new

Re-engineering: a breakthrough or little new?