Business process re-engineering and process management: A survey of current practice and future trends in integrated management

Zairi, Mohamed; Sinclair, David

doi:10.1108/14637159510798248

Cited by 113 publications

(117 citation statements)

References 17 publications

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“…This unique finding was contrary to many empirical findings (Ascari et al, 1995;Smith, 2003;Khong & Richardson, 2003;and Ahmed et al, 2007;Talwar, 1993;Zairi & Sinclair, 1995). There are few possible explanations for this result.…”

Section: Discussion Of Findingscontrasting

confidence: 55%

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

Asikhia

Awolusi²

2015

SAJBM

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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.

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Section: Discussion Of Findingscontrasting

confidence: 55%

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

Asikhia

Awolusi²

2015

SAJBM

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“…Así mismo los autores mencionan que el éxito del modelo en el momento de la implementación se debe combinar la estructura, la cultura y la estructura de la organización en forma que estas se relacionen de forma positiva, la cual cree competencias distintivas [11] Desempeño de medición y despliegue Según Graham [12], la importancia de la medición de los resultados corresponde al uso final en la toma de decisiones de las organizaciones. Además, Zairi y Sinclair [13] afirman que la medición del desempeño y el posterior despliegue de estos resultados es una herramienta vital en el éxito del proceso de mejora continua. Además esta información permite la gestión y participación del personal en la identificación de las necesidades de mejoras y de manera que se promueva una mejor comprensión de la situación actual del proceso de mejora continua.…”

Section: Implementación De La Estrategiaunclassified

Características demográficas y su influencia en la planeación estratégica del proceso de mejora continua

Brenes-Bastos¹,

Madrigal-Sánchez

Quesada-Pineda

2017

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El proceso de crear o modificar un producto y su introducción en el mercado hace referencia al concepto de innovación, dicho proceso es difícil de implementar y mantener en las organizaciones producto de las percepciones de los colaboradores. El proceso de mejora continua ayuda a la innovación, este se ha comprobado que en muchos casos no es sostenible a lo largo del tiempo en las empresas. La presente investigación tiene como meta principal describir características demográficas y su relación con factores del proceso de mejora continua en empresas seleccionadas. Primordialmente para que este estudio sirva de referencia y soporte a otras empresas que usan metodologías de mejora continua; aquellas que desean implementarlo y también para la academia. Los resultados se basaron en un cuestionario autoadministrado a 150 colaboradores dentro de cinco empresas de distintos sectores industriales. Se concluyó que algunas características demográficas influyen directamente en las perspectivas de los colaboradores sobre el proceso de mejora continua en distintas organizaciones. La limitación más importante del estudio se centra en que los resultados no pueden ser generalizados a la población ya que es un caso de estudio, sin embargo estos sirven de referencia para la industria así mismo como para la academia.

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“…Changes in organization are being managed by the leader or manager for the organization by incorporating the employees into the process to achieve a positive goal. Radical changes in organizations are being achieved through effective communication, involvement of employees, reward and motivation; socio-cultural adjustment needed to overcome resistance and facilitate the acceptance of the desired procedures or policy (Tower, 1996;Zairi & Sinclair, 1995). At its most initial stage, change is a movement out of a present state (how things are today), to the future (how things will be done) through a period of transition.…”

Section: Introductionmentioning

confidence: 99%

“…Many researchers consider training and education to be an important component of successful implementation change management (Zairi & Sinclair, 1995). Business managers, line managers, Information system managers and other staff in the front-line are the people who benefit most from education and training activities (Tower, 1994).…”

Section: Introductionmentioning

confidence: 99%

Radical Transformation of Small and Medium Financial Institutions: The effect of Change Management factors on Organization Performance

Ringim¹,

Sabo²

2013

IJARBSS

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The main objectives of this study are (1) to examine the effects of the change management factors on the Nigerian banks organizational performance and (2) to explore the implementation level of change management related factors among banks in Nigeria. Change Management factors are operationalised by reward and motivation, communication, empowerment, people's involvement, training and education, creative culture for change and stimulating receptivity of organization to change. Data was sent and collected through a handdelivery method. A proportionate stratified random sampling was used for sample selection. 500 questionnaires were sent to banks' managers, but 392 of them were returned; giving a response rate of 78.4%. The findings were as follows: first, the findings showed that all dimensions of change management had a mean score of more than 3.00. These findings generally indicate that the bank managers perceived that their banks were implementing good change management practices related to reward and motivation, effective communication, training and education, employee empowerment, human involvement, creative organization culture and stimulating receptive to change factors of change management. Second, the results showed that change management factors such as revised reward system, people's involvement, empowerment, training and education were significantly related to overall organisational performance in terms of turnover, profit margin, customer service delivery and operational cost reduction performance. The outcome of this study provides important insights to both academics and managerial implications.

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Business process re-engineering and process management: A survey of current practice and future trends in integrated management

Cited by 113 publications

References 17 publications

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

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

Características demográficas y su influencia en la planeación estratégica del proceso de mejora continua

Radical Transformation of Small and Medium Financial Institutions: The effect of Change Management factors on Organization Performance

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