Business process reengineering and performance improvement

Abstract

Previous researchers have investigated the principles of business process reengineering (BPR) and how firms approach this process. However, previous research makes no distinction among BPR projects in different organizational contexts. The present research investigates the BPR methods best suited for financial institutions. Based on a case study conducted in Chase Manhattan Bank, this research attempts to provide guidelines for BPR projects in financial institutions that will help them achieve dramatic performance gains. Chase BPR projects include four phases encompassing a wide scope of activities: energize, focus, invent, and launch. As seen in Chase BPR projects such as e‐fund disbursement cards and service charge reengineering, these efforts resulted in new products and services in addition to producing dramatic increases in revenue and operating savings.

A Process-Oriented Organization Creation and Retention Model and its Relation With Planning School Formation (Case Study: Iran Khodro Co.)

“…Business processes are critical for an organization's activities, because at first glance, organizations are composed of processes and products and services are the result of the function of these organizational entities (Shin and Jemella, 2002). Some researchers believe that business processes reengineering is accompanied with mutational and radical improvements defining business processes reengineering as one of the management tools used to form business processes in organizations until the cost efficiency and services effectiveness are improved (Abdolvand et al, 2008).…”

Business Process Re-engineering: A Panacea for Reducing Operational Cost in Service Organizations

“…http://www.ijmp.jor.br v. 6, n. 1, January -March 2015 ISSN: 2236-269X DOI: 10.14807/ijmp.v6i1.248 by TENNANT and WU (2005), ATTARAN (2004), SHIN and JEMELLA (2002), KNIGHTS and WILMOTT (2000), RANGANATHAN and DHALIWAL (2001) Based on literature review, it was hypothesized that H1: BPR has correlation with Operational Cost in service organizations; H2: Service quality has correlation with Operational Cost in service organizations and H3: Delivering speed has correlation with Operational Cost in service organizations. In the discussion of the hypotheses of the study, it should be noted that the hypotheses did not account the mediation effects; instead it examined bivariate interactions of constructs.…”

“…The over representation followed purposive selection of organizations. More of these organizations are involved due to the evidence from literature review that more of them have adopted the BPR technique (TERZIOVSKI, et al, 2002;SHIN, 2002;HE, 2005;ADEYEMI;AREMU, 2008;MINYAN;TONGJAN, 2009;XIAOLI, 2011).…”

“…Renovating business process involves streamlining key business processes, making of succession or continuity of progression of work activities and sometimes combining other business processes (CONVERT, 1997;SHIN;JEMELLA, 2002;LAUDON;LAUDON, 2006;DEBELA, 2009). …”

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

“…Al-Mashari & Zairi (1999) thus offer a unique opportunity for conducting studies oriented to identify critical factors that can influence the success of BPR implementations. Most significantly, the mixture of results made the issue of BPR implementation very important (Bhatt, 2000;Abdolvand et al, 2008;Shin & Jemella, 2002;Siha & Saad, 2008;Singh & Kant, 2008;Vergidis et al, 2008). Hence, based on the analysis of past researches, the purpose of this paper is threefold: Firstly, to identify the CSFs of BPR implementation efforts in the Nigerian oil and gas industry; secondly, to evaluate the effects of the BPR CSFs on the operational and the organizational performances of the Nigerian oil and gas companies; and finally, to examine the effects of the operational performance (primary measures) on the organizational performance (secondary measures).…”