Prioritizing barriers to successful business process re‐engineering (BPR) efforts in Saudi Arabian construction industry

Abstract

Engaging in business process re‐engineering (BPR) efforts could prove to be highly rewarding for construction companies in Saudi Arabia. However, BPR is risky and could be disastrous if not properly approached. To enable sound BPR efforts and increase success chances, thorough investigation of barriers is essential. This study presents 29 barriers, with their influence (strength) on the success of BPR initiatives. Additionally, these barriers are ranked according to the ease of overcoming each. Finally, a graphical aid is provided to enable decision makers to concentrate their efforts on the most influential (strongest), yet easiest to overcome barriers. Following inadequate approach, affected people not informed, culture of construction firms, using inappropriate tools, using external consultants, undefined core processes, and fear and resistance to change are the most important barriers to successful BPR endeavours.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 45 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.