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Purpose 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. Design/methodology/approach 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. Findings 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. Practical implications 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. Originality/value 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.

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Subjective wellbeing among mobile application users attracted researchers’ interest in recent years due to its prevalent role in enhancing everyday life, particularly during the recent coronavirus pandemic (COVID-19). While previous work has primarily focused on users’ intention to adopt mobile apps for wellness and fitness (MAWF) purposes, scarce attention has been paid to the post-adoption impact of these apps on users’ subjective wellbeing. This study empirically integrates ‘technology readiness’ and ‘technology acceptance’ models (TRAM) to predict subjective wellbeing among MAWF users. It also critically assesses the strength of the mediating effects on the link between technology readiness and subjective wellbeing. Data analysis of 694 actual users of MAWF by means of SEM-PLS approach proves the robust power of the TRAM model in predicting subjective wellbeing. In addition to their mediating effects, technology acceptance constructs tend to be more influenced by positive dimensions (i.e., optimism and innovativeness) than that of negative dimensions (i.e., insecurity and discomfort) of technology readiness. This study is one of the first attempts to predict subjective wellbeing among actual users of MAWF. The study also delineates a broad spectrum of implications that enrich existing research and better inform decision makers in mobile health field.

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PurposeRapid changes in the global environment and the effects of existing economic issues triggered by COVID-19 and the war in Ukraine have posed several challenges for manufacturing firms. A hybrid strategy integrating lean and agile (leagile) systems is viable for firms to enhance their capabilities in such dynamic contexts. This paper examines the critical drivers of leagile manufacturing system adoption in an emerging economy from the technological, organizational and environmental (TOE) perspective.Design/methodology/approachA cross-sectional survey is carried out to obtain data from 438 managers working in 219 manufacturing firms. Multiple regression analysis is applied to test the effect of technological, organizational and environmental drivers on the adoption of leagile systems.FindingsThe results show that organization capacity, environmental uncertainty and relative advantage demonstrate the most significant positive relationships with the leagile systems adoption wherein complexity and resistance to change appear to exhibit significant negative associations. Unexpectedly, firm size unveils no significant effect on the adoption of leagile systems.Practical implicationsTo deal effectively with critical challenges triggered by ever-changing environment, firms have sought to adopt innovative systems for achieving products' availability in the markets at the right quality and price. A hybrid strategy integrating lean and agile (leagile) systems is viable to enhance a firm's capabilities in such dynamic contexts. The findings of our study help top management and policymakers identify and assess the critical drivers that may facilitate or hinder the successful adoption of leagile systems.Originality/valueA major trend of studies in the field of manufacturing systems has focused on the critical success factors of adopting either lean or agile systems. Furthermore, research work concerning leagile as a hybrid system focuses primarily on the conceptual development rather than empirical grounds of leagile systems. Given the lack of empirical research in this field, this study offers an early attempt to predict leagile system adoption in an emerging economy. It also contributes to the manufacturing systems research by extending the extant knowledge about the role of firm-level drivers in leagile system adoption from the TOE perspective.