Balance in Business Reengineering: An Empirical Study of Fit and Performance

Striving for ‘methodological fit’ in business process change

“…In other words, the nature and the degree of methodological fit will vary along the variety of business process management types. A clear parallel could be observed with the research done by Huizing et al (1997). The latter study deserves the merit of having formalized a degree of fit between the level of ambition of a I-BPM effort and five fundamental change dimensions.…”

Knowledge portals in Chinese consulting firms: a task–technology fit perspective

“…In the IS literature, fit has also been examined in the context of alignment (Chan et al, 1997), interorganizational relationships (Premkumar et al, 2005), IT implementation (Khazanchi, 2005), technology requirements and work group communications (Belanger et al, 2001), and business reengineering (Huizing & Koster, 1997). While the TTF perspective is prominent in IS literature, the concept of fit has been around for sometime in organizational behavior and strategic management literature.…”

Management fads and information delays: An exploratory simulation study

“…Davenport (1997) argues that BPR failed in many firms because firms failed to consider the secondary effects of consequent organizational disruptions. Clemons et al (1995) and Huizing et al (1997) argue that successful reengineering must be linked to the overall strategy of the firm. The early successful reports from BPR advocates (e.g., Caron et al, 1994) note the importance of senior management commitment.…”