Business process reengineering: application and success ‐ an Australian study

Peter O’Neill · Amrik Singh Sohal

41 citations0/0 files storedInternational Journal of Operations & Production Management

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Business Process Modeling and Analysis Organizational Change and Leadership Organizational Management and Change

Abstract

This paper presents the results of a study undertaken in Australia which investigated the extent of Australian thinking and experience with business process reengineering (BPR). The data for the study were gathered through a postal questionnaire survey which was mailed to 535 of Australia’s top businesses. The findings of the survey are compared with earlier studies on BPR conducted in the USA and the UK/Europe. The hypothesis that “expectant business process change is not significantly related to business improvements along dimensions of benefits and corporate impact” is tested. Finally the paper provides recommendations for managers which are seen as important for successful implementation of BPR projects.

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References

1993Reengineering the corporation: A manifesto for business revolution 2011The New Industrial Engineering: Information Technology and Business Process Redesign 1993Reengineering the Corporation 1999Business Process Reengineering A review of recent literature 1993Business re-engineering—a strategy-driven approach 1995Business process re‐engineering and process management 1993Need radical innovation and continuous improvement? Integrate process reengineering and TQM 1995Business process re-engineering and process management: A survey of current practice and future trends in integrated management

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