Information systems outsourcing: Issues and evidence
International Journal of Information Management: The Journal for Information Professionals
Annals of cases on information technology
Consumer and Business Deception on the Internet: Content Analysis of Documentary Evidence
International Journal of Electronic Commerce
Choices and challenges in e-government field force automation projects: insights from case studies
Proceedings of the 1st international conference on Theory and practice of electronic governance
Determinants of online merchant rating: Content analysis of consumer comments about Yahoo merchants
Decision Support Systems
An implementation model for WEGS in WLAN applications: a Taiwanese case
Computer Standards & Interfaces
Organization's Quality Maturity as a Vehicle for EHR Success
Journal of Medical Systems
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It has been nearly seven years since the term BPR came into existence. Its innovative approach to change management and resulting successes and its overextension and misuse and the resulting dissatisfaction have raised many questions. This paper provides an empirical validation of some of the suggestions and prescriptions in the BPR 'critical success factors/pitfall' literature, through a content analysis of the annual reports of many companies that have reported successful reengineering projects. The results of this analysis suggest that many companies were not implementing BPR alone, but as one of the component of a set of change approaches that include strategic rethinking of business direction and less radical process improvement. This suggests that, at the organizational level, BPR should not be evaluated alone but as a part of a 'strategic change set'. This paper also presents an exploratory longitudinal analysis of firm performance measures to see the value created by BPR to organizations. The main idea was to see the effect of process change on productivity measures like sales by employees and financial performance measures like revenue growth. The findings from this analysis show that process change seems to be correlated with the productivity measure sales by employees, but its effect on the other financial performance measures is not evident. This suggests the need for organizations to focus more deliberately on the effect of process change on these measures, and integrate BPR with other change approaches and move towards a continuous change paradigm.