Desired organisational capabilities (DOCs): mapping in BPR context

Aghdasi, Mohammad; Albadvi, Amir; Ostadi, Bakhtiar

doi:10.1080/00207540802620761

Cited by 17 publications

(40 citation statements)

References 26 publications

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“…The literature contains numerous references to project development and implementation methods thought to be useful for project success [1,4,30,53]. Proposed methods in some cases target specific tasks necessary to accomplish specific BPR project development/implementation phases [3,15]. In other cases, the proposed methods take a more holistic BPR development/implementation view [2,4,36,40].…”

Section: Major Constructsmentioning

confidence: 99%

Testing success factors for manufacturing BPR project phases

Guimarães

Paranjape

2013

Int J Adv Manuf Technol

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This study aims to identify prescriptions for success proposed in the literature and empirically test the relationships between proposed success factors and the extent to which each business process reengineering (BPR) project phase benefited from their presence. A usable sample of 212 top manufacturing managers (plant managers or above) shared their organizations' experience regarding their last BPR project implementation. The sample shows good representation based on company size (gross revenues industry subsectors), self-rated IT sophistication, top managers titles, and self-rated degree of knowledge about the specific BPR project implementation they have addressed. Results indicate that some success factors are more or less important to a particular project phase. Except for the insignificant relationship between project inception and process change/redesign phase, the relationships between the other phases are all significant and in some cases seem to represent a major determinant of success in the subsequent phase. The most important limitation is that new company processes will be developed in the future owing to changing regulations, improved services, new managerial policy, and/or new technologies. These processes may require different success factors; thus, researchers must continue their efforts to identify new success factors and empirically test their importance in practice. Managers can increase the chances for overall BPR project success and success in each phase by ensuring that the prescribed success factors are in place before they start or as they pursue the project. Several managerial insights and implications are discussed. BPR projects by their very nature are very expensive to prototype, forcing companies to follow a sequential methodology for changing and implementing new processes. This is the first study identifying and testing the success factors for each BPR project phase.

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Section: Major Constructsmentioning

confidence: 99%

Testing success factors for manufacturing BPR project phases

Guimarães

Paranjape

2013

Int J Adv Manuf Technol

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“…Leonard-Barton (1992) emphasised on knowledge capability while Henri (2006) focused on four areas of capabilities (innovation, market orientation, organizational learning and entrepreneurship) in order to gain competitive advantage and create market change. Aghdasi, et al, (2010) relate organizational capability with business process reengineering (BPR). Amit and Schoemaker (1993) refer organizational capabilities as organization's ability to mobilize, integrate and deploy valued resources to achieve competitive advantage.…”

Section: Organizational Capabilitymentioning

confidence: 99%

“…Grant (1995) and Bharadwaj (2000) view organizational capability as an integrated system that can enhance competitive advantage, where specialised capabilities of an organization (creativity/innovation and research development) are integrated into wider organization functional capabilities such as manufacturing, marketing, financial, logistic, and IT capabilities which later integrated into cross-functional capabilities such as new product development capability and customer services with after sales support capability. However, Aghdasi, et al, (2010) emphasised that for BPR to be successful, adequate consideration must be given to organizational capability before and during implementation of BPR. Hult and Ketchen (2001) and Henri (2006) focused on four areas of organizational capabilities (innovation, market orientation, organizational learning and entrepreneurship) in order to gain competitive advantage and create market change.…”

Section: Organizational Capabilitymentioning

confidence: 99%

“…This paper acknowledged that there is no acceptable framework in place for determining organizational capability of a voluntary organization that facilitates CCB. Many studies carried out on organizational capability focused on profit-making organizations and were not meant for voluntary organizations, because most of these studies view organizational capability from competitive advantage position (see Ulrich and Lake, 1991;Lynch and Cross, 1991;Leonard-Barton, 1992;Barney, et al, 2001;Henri, 2006;Aghdasi, et al, 2010). These scholars also expressed what constitute organizational capabilities, although, their positions centred on profitmaking organizations.…”

Section: Introductionmentioning

confidence: 99%

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Assessing Organizational Capability of a Voluntary Organization that Provides Capacity Building Interventions to Socioeconomic Problem: Developing Country Context

Sanni¹

2015

AFRREV IJAH: Int J. Art and Humanities

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“…In addition, comparing total quality management (TQM) and BPR, BPR best practices, and evaluation of BPR projects have been the subject of much research (Aghdasi et al 2010). In addition, recently, some research has concentrated on business process maturity models such as a process and enterprise maturity model (PEMM) (Hammer 2007), BPM and organisation maturity, and a business process management maturity model (BPMM) (Rosemann and Bruin 2004).…”

Section: Introductionmentioning

confidence: 99%

An examination of the influences of desired organisational capabilities in the preparation stage of business process re-engineering projects

Ostadi

Aghdasi

Alibabaei

2011

International Journal of Production Research

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To implement successful business process re-engineering (BPR) initiatives, several capabilities have been identified. Required capabilities before and during implementing of BPR projects have been introduced for achieving success. The literature has suggested various approaches to assessing readiness and implementation of BPR projects. However, lack of a practical measurement method is evident. Therefore, in this paper, a practical measurement tool for requiring capabilities is proposed to enhance the chances for successful implementation of BPR by mapping these capabilities on steps of BPR projects. In addition, the relations between these capabilities and BPR success barriers are identified. This tool includes a generic questionnaire that can be helpful for self-assessment of readiness based on the desired organisational capabilities (DOCs) in BPR efforts. In the questionnaire proposed in this paper, various indicators have been identified for assessing readiness in BPR implementation. These indicators include 21 categories based on DOCs. This report indicates the importance of each DOC in various steps and the influence of DOCs on different barriers of success. We report the results of a survey based on the questionnaire, which was conducted in four Iranian organisations. Based on the results gathered from this examination, the study offers several guidelines for increasing the points of success and decreasing the points of failure and, hence, increasing the rate of success before and during implementation.

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Desired organisational capabilities (DOCs): mapping in BPR context

Cited by 17 publications

References 26 publications

Testing success factors for manufacturing BPR project phases

Testing success factors for manufacturing BPR project phases

Assessing Organizational Capability of a Voluntary Organization that Provides Capacity Building Interventions to Socioeconomic Problem: Developing Country Context

An examination of the influences of desired organisational capabilities in the preparation stage of business process re-engineering projects

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