A survey of business process reengineering practices in Singapore

Ranganathan, C.; Dhaliwal, Jasbir

doi:10.1016/s0378-7206(01)00087-8

Cited by 81 publications

(76 citation statements)

References 17 publications

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“…Previous research indicate that to be successful, BPR should focus on achieving the empowerment of people and the application of appropriate enabling technology [50]. [4], [5], [8], [36], [37], [41], [42], [43], [44], [45].…”

Section: A Collaborative Working Environmentmentioning

confidence: 99%

“…According to Farmer [33] customer satisfaction, increased productivity, higher flexibility, increased employees and improved coordination, and improved competitive advantage are the main benefits of successful BPR implementation. BPR helps organizations to achieve new heights of success by dramatically changing existing business processes [33]- [36].…”

Section: Introductionmentioning

confidence: 99%

“…Top management commitment and Support [4], [5], [8], [36], [37], [41], [42], [43], [44], [45], [46], [47].…”

mentioning

confidence: 99%

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Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors

Jamali¹

2012

IJEEEE

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Abstract-Business Process Reengineering (BPR) has become a popular managerial tool to deal with dramatic technological and business changes in today's competitive environment. BPR help organizations to throw away their old fashioned processes to achieve new heights of success. However, BPR implementation is a difficult task. Literature indicates that many organizations have failed to achieve the expected results. The present study attempts to throw more light to the subject. Through a comprehensive review of literature, critical success factors (CSF) that influence the success of BPR programs are identified. Then, using a DEMATEL methodology, these CSF and the causal relationships among them are analyzed. Results indicate that "top management commitment", "IT infrastructure", "training" and "adequate financial resources" are of critical importance in BPR implementation projects.

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Section: A Collaborative Working Environmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors

Jamali¹

2012

IJEEEE

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“…Bell Atlantic Telephone was able to cut cycle time from 15 to 3 days, labour cost from eighty eight millions to six millions (Ranganathan & Dhaliwal, 2001 (Thong, Yap, & Seah, 2000). Altinkemer, Ozcelik, & Ozdemir (2011) reported that there are performance improvements in manufacturing and operations, accounting and finance, labor productivity, inventory turnover and IT by the implementation of BPR even though there is a slight reduction during the initial www.ccsenet.org/ass Asian Social Science Vol.…”

Section: Literature Reviewmentioning

confidence: 99%

Scope of Business Process Reengineering in Public Sector Undertakings

Mathew¹,

Sulphey²,

Rajasekar³

2015

ASS

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Business Process Reengineering (BPR) is a managerial tool used for bringing in drastic performance improvements in organizations. Towards this advanced techniques like Business Process Management (BPM) and Knowledge Management are employed the world over. In India, many Public Sector Undertakings (PSUs) were recently closed down and still more are on the verge of closure due to various reasons. Despite the utility of BPR in improving performance, Indian PSUs are yet to effectively use this tool. Data pertaining to 41 State PSUs (SPSUs) and two Central PSUs (CPSUs) in the State of Kerala were considered for the present study. The performance for the last 12 years and the factors responsible for poor performance were analyzed. The performance of most of the PSUs analyzed was found to be below satisfactory levels. This suggests the need for employing scientific tools like BPR to bring in drastic performance improvement. The study identified 12 factors that could contribute towards drastic performance improvement. An average improvement of 57.5 per cent was found to be possible in each of the 12 factors identified. The findings of the study have significant bearing on poorly performing PSUs in a developing country like India. The study also contributes substantially towards theory building, since it has identified certain additional factors of performance improvement.

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“…The results from Table 4 evidently show that case studies (30 articles, 47.6% from AIS journals and 27 articles, 33.7% from Science Direct) were the most common approach adopted by the authors of both the sources. It is indeed even though BPM, BPR, and BPI have been for a long time, factors such as ever-changing economy, dynamic organizational changes, and IT have made the subjects evolve in a rapid pace in the recent years, and most of the concepts remain largely theoretical [53,54]. In this context, it can be said that it is appropriate to adopt the case study approach in the study of the new or evolving concepts as it allows to induce theories from it [55,56].…”

Section: Figure 1trend Analysis Of Publicationsmentioning

confidence: 99%

A Literature Review on Business Process Management, Business Process Reengineering, and Business Process Innovation

Anand

Wamba²,

Gnanzou

2013

Lecture Notes in Business Information Processing

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Business process management (BPM), business process reengineering (BPR), and business process innovation (BPI) have been the primary strategies adopted by several organizations to manage their business successfully along with IT. In the last few years, the concept of BPM, BPR, and BPI has been a hot topic among the IS community, which is evident in the degree of literatures devoted to it. Due to the dynamic nature of this research area, this paper aims to add knowledge to the existing ones by answering (1) what is the current level of development on BPM, BPR, and BPI within AIS basket of top journals and Science Direct database? and (2) what are the potential future research directions on BPM, BPR, and BPI?. A total of 55 articles from the AIS basket of top journals and 61 articles from the Science Direct database are analyzed based on the year of publications, AIS geographical regions, approaches adopted by the author/s, components of BPM areas and industrial application covered, and potential future research directions are discussed. Abstract. Business process management (BPM), business process reengineering (BPR), and business process innovation (BPI) have been the primary strategies adopted by several organizations to manage their business successfully along with IT.In the last few years, the concept of BPM, BPR, and BPI has been a hot topic among the IS community, which is evident in the degree of literatures devoted to it. Due to the dynamic nature of this research area, this paper aims to add knowledge to the existing ones by answering (1) what is the current level of development on BPM, BPR, and BPI within AIS basket of top journals and Science Direct database? and (2) what are the potential future research directions on BPM, BPR, and BPI?. A total of 55 articles from the AIS basket of top journals and 61 articles from the Science Direct database are analyzed based on the year of publications, AIS geographical regions, approaches adopted by the author/s, components of BPM areas and industrial application covered, and potential future research directions are discussed.

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A survey of business process reengineering practices in Singapore

Cited by 81 publications

References 17 publications

Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors

Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors

Scope of Business Process Reengineering in Public Sector Undertakings

A Literature Review on Business Process Management, Business Process Reengineering, and Business Process Innovation

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