Business Process Reengineering Strategy and Information Technology Integration
The purpose of this paper is to provide a review, analysis and synthesis of a series of selected peer-reviewed articles concerning the best practices for incorporating new and established technologies into business operations using business process reengineering (BPR). To this end, the paper presents a review of the relevant literature to provide an introduction of the context of the articles and a description of the operations management strategies evaluated. In addition, an identification of the key themes that emerged from the selected articles is followed by an analysis of the patterns of similarities and differences in how each author has presented each theme.-Finally, an evaluation concerning the implications of operations management strategies on the successful management and leadership of an enterprise is followed by a summary of the research and important findings concerning the foregoing issues in the conclusion.
Review and Analysis
Context of the reviewed articles
The context of the articles reviewed below is business process reengineering (BPR) which is defined by Setegn and Ensermu (2013) as being “a process-based management tool that can deliver, redesign or replace inefficient processes, as required, with a breakthrough results which can be applied to a single process, a group of processes, or the entire processes comprising the organization” (p. 116). In sum, proponents of BPR maintain that this strategy can provide a number of valuable outcomes for organizations, including most especially streamlined business processes, cost savings and the elimination of waste (Boje & Hillon, 2017). To determine the facts, a description of the operations management strategies discussed in the selected articles is provided below.
Description of evaluated operations management strategies
According to Setegn and Ensermu...
References
Boje, D. M. & Hillon, Y. C. (2017, April 1). 21st century university and the failure of business process reengineering. Organization Development Journal, 35(1), 91-95.
Habib, M. N. (2013, March). Understanding critical success and failure factors of business process reengineering. International Review of Management and Business Research, 2(1), 1-4.
Lee, Y. C. & Chu, P. Y. (2009, May). Exploring the relationships between information technology adoption and business process reengineering. Journal of Management and Organization, 15(2), 170-177.
Mathew, G. & Sulphey, M. M. (2015, November 1). Scope of business process reengineering in public sector undertakings. Asian Social Science, 11(26), 129-132.
Ringim, K. J. & Osman, N. H. (2013, September). Exploring the implementation of business process reengineering in banks. Asian Social Science, 9(11), 243-247.
Setegn, D. & Ensermu, M. (2013, January). Assessing the effect of business process reengineering on organizational performance. Researchers World, 4(1), 115-120.
Taher, N. B. & Krotov, V. (2016, Fall). Business process reengineering: Addressing sources of resistance and sabotage tactics. Journal of Competitiveness Studies, 24(3), 145-151.
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