Assessment of critical success factors of business process re-engineering in the Nigerian oil and gas industry

Abstract

Business Process Re-engineering (BPR) is defined as the critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures like cost, quality, speed, profitability and services. The purpose of this paper is to identify the critical success factors of BPR implementation, to evaluate their effects on the primary measures as expressed by the operational performance and the secondary measures as expressed by the organizational performance, and to find out the effect of the operational performance on the organizational performance of Nigerian oil and gas companies. To achieve these objectives, an empirical study was conducted via the administration of 650 self-administered copies of questionnaire to a randomly selected senior and management staff of eight (8) re-engineered Oil and Gas Companies in Nigeria. Using the framework from Khong & Richardson (2003), factors manifesting operational performance and organizational performance were regressed on the Critical Success Factors (CSFs) manifesting successful BPR. Findings based on the survey revealed that successful BPR can positively affect both operational and organizational performance measures in the Nigerian oil and gas companies.

Policy and Non-Policy Factors: What Determines Foreign Direct Investments in Africa?

“…The GMM estimators used were based on differencing regressions to control for unobserved effects and the utilization of previous explanatory and laggeddependent variables as instruments (El-Wassal, 2012). However, before the application of these techniques, a series of diagnostic tests were undertaken to cater for sensitivity and reliability (Asikhia and Awolusi, 2015;Awolusi, 2013a;Hailu, 2010;Kimura & Todo, 2010). Firstly, to correct for possible autocorrelation between the regressor variables and the error terms, the Hausman test was conducted (Dupasquier & Osakwe, 2006;Aseidu, 2002).…”

“…On the other hand, institutional theory focuses on the institutional rules that shape and bind organizational behavior in society (Asiedu, 2004;Asiedu & Lien, 2004). The following theories were used to explain theoretical motivations for FDI inflows: transaction cost analysis (TCA), the resource-based view, and institutional theories (Asikhia and Awolusi, 2015;Mustapha, Fakokunde and Awolusi, 2014;Steers & Nardon, 2006;Hill, 2013). This is because much of the existing literature presents no agreement regarding the theoretical framework that should be used to explain the determinants of FDI inflows (Billington, 1999;Aregbesola, 2014), while a theoretical framework can also be based on more than one theory (Billington, 1999).…”

“…The resource-based theory views internal organizational factors as the determinants of FDI inflows (Steers & Nardon, 2006;Hill, 2013;Porter, 1990). The resource-based view suggests that valuable firm resources -comprising tangible and intangible elements -are usually scarce, imperfectly imitable, and lacking in direct substitutes (Asikhia and Awolusi, 2015;Awolusi, 2013b;Brouthers & Hennart, 2007). It is about producing the most value from one's existing capabilities and resources by combining these with others' sources of advantage, and, in this, ensuring that complementarity is paramount (Hill, 2013).…”

Examining the Success and Failure Factors of Business Process Reengineering in Africa, Asia, the Middle East, and North America: A Literature Review

“…Two empirical studies were recently completed in Africa to investigate the success and failure factors of BPR implementation. Last year, 402 surveys completed by senior level managers in Nigeria were collected to identify the critical success factors of BPR and to discover their effects on operational and organizational performance in the country's petroleum industry [1]. In Uganda, an investigation on the possible BPR failure factors of the country's organizations was completed through the collection of 150 validated surveys from five different organizations [2].…”

Factores críticos de éxito para la implementación de Business Process Management (BPM): estudio de caso para la cadena de suministro de una empresa del sector floricultor

“…Por otra parte, se encuentran estudios relacionados con el Business Process Reengineering (BPR), el Business Process Orientation (BPO), el Lean Manufacturing, Six sigma y el Balance Score Card (BSC) (Asikhia y Awolusi, 2015;Hammer, 2002;McCormack y Johnson, 2001;Ozcelik, 2010;Rodríguez, 2015;Škrinjar y Trkman, 2013;Trkman et al, 2010), todos enfocados en el mejoramiento del desempeño empresarial, donde se distingue que el BPM es el concepto predominante (Wong, 2013).…”