The recovery of BPR implementation through an ERP approach

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to compare the approaches towards implementation of business process reengineering (BPR), and to provide some evidence as to which approach offers a greater chance of success. Design/methodology/approach -A hospital case analysis is used to study where both top-down/ participative BPR and enterprise resource planning (ERP)-driven BPR were used to reengineer its processes. Findings -With an ERP-driven BPR, it is easier to define the scope of the project, design of the process changes, mapping of the new system in the software, and to obtain a realistic preview of the outcomes. Research limitations/implications -ERP-driven approach to BPR implementation used in this hospital represented a holistic rather than a piecemeal approach to an organization-wide change effort. There is always a tendency for the motivation and support for such change efforts to dissipate. Research is needed on how to sustain the momentum for such change endeavors. Practical implications -With ERP-driven BPR it is easier for management to offer a realistic preview of the expected outcomes, possible changes in the design and scope of the project, and to guard against unrealistic worker expectations. However, the ERP-driven change approach requires close cooperation and mutual protocols between all the principal stakeholders, i.e. the executive suite, ERP system vendor, business process and support teams, and IT department. Originality/value -The paper offers a rare insight into a company where both approaches to BPR implementation were tried and provides evidence in support of ERP-driven BPR.

A Study of the Impact of Business Process on the ERP System Effectiveness

“…In this study, we know that companies should adopt BPR to improve firm performance (Huq and Martin, 2006), a result consistent with the finding of Davenport and Short (1990) that companies should adjust organizational structure and business culture after new system' implementation. Furthermore, when system and business process are consistent, companies do not need to customize the software to match business process.…”

“…Implementation performance differs between companies that do and do not consider BPR in ERP system implementation, especially in "Information Quality", "User Satisfaction", and "Individual Impact". BPR is a management strategy that creates change through process performance improvement (Huq and Martin, 2006). Morrow and Hazell (1992) argued that business process change is important in evaluating and analyzing business performance.…”

“…Bingi, Sharma, and Godla (1999), Nah, Zuekweller, and Lau (2003), and Somers and Nelson (2004) also argued that BPR should be involved in the ERP implementation. Huq and Martin (2006) argued that BPR is a one management strategy that creates change via process performance improvements. They analyzed hospital cases to compare ERP approaches towards BPR implementation, and attempted to identify which approach offers a larger probability of ERP success.…”

Studying the processes during implementation of enterprise systems

“…However, there have been studies on successful ERP project completions too, e.g. by Sledgianowski, Tafti and Kierstead (2008), or Huq and Martin (2006).…”

Implementation of Business Process Re-Engineering in the Service Sector

“…The advantages of ERP are noteworthy, if appropriate ERP modules have been chosen are executed and these will be cause to the lessening in stock cost, crude material costs, lead time for patients (client), generation or administration time, and creation or administration costs (Huq & Martin, 2006).…”