Article2008

A model for improving the role of IT in BPR

Alan Eardley · Hanifa Shah · Andrea Radman

27 citations0/0 files storedBusiness Process Management Journal

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Business Process Modeling and Analysis Accounting and Organizational Management Information Technology Governance and Strategy

Abstract

Purpose Extensive literature on business process management suggests that organisations could enhance their overall performance by adopting a process view of business. However, there is a lack of empirical research in this field. The purpose of this paper is to investigate the understanding of the process view and process maturity levels in a transition economy and to test the impact of process orientation maturity level on organisational performance. Design/methodology/approach Empirical investigation combined an exploratory‐confirmatory approach using factor analysis and structural equation modelling. Findings The investigation confirms the impact of business process orientation on organisational performance in a transition economy. The link is even stronger than in the original investigation. The results show that business process orientation leads to better non‐financial performance and indirectly to better financial performance. Practical implications The research confirms that business process orientation is advantageous for companies since it has a positive influence on organisational performance. The finding that the impact on financial performance is indirect through non‐financial performance suggests that the companies have to take that view of performance into consideration as well. Originality/value The paper is valuable for academics and practitioners because the impact of business process orientation on organisational performance has been confirmed for a transitional economy. Its originality is in the measurement of organisational performance, for which a more detailed specification of organisational performance based on the balanced scorecard concept that includes non‐financial performance measures has been used.

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References

1993Reengineering the corporation: A manifesto for business revolution 1993Process innovation: reengineering work through information technology 1999Strategic alignment: Leveraging information technology for transforming organizations 2011The New Industrial Engineering: Information Technology and Business Process Redesign 1990Reengineering Work: Don’t Automate, Obliterate 1993From value chain to value constellation: designing interactive strategy.1993Strategic alignment: Leveraging information technology for transforming organizations 1990Management strategies for information technology

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2013A Quantitative Analysis of Business Process Reengineering and Organizational Resistance: The Case of Uganda 2010Enterprise resource planning systems implementation and upgrade (a Kenyan study)2013Developing a comprehensive methodology for BPR projects by employing IT tools 2013BPR complementary competence: definition, model and measurement 2011Improving business processes with business process modelling notation and business process execution language: an action research approach

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