Process innovation: reengineering work through information technology
Process innovation: reengineering work through information technology
Reengineering: business change of mythic proportions?
MIS Quarterly
Adopting the process view: a case study of modeling change in the not-for-profit sector
Annals of cases on information technology
Breaking the rules: success and failure in groupware-supported business process reengineering
Decision Support Systems
Applications of information support technologies for small and medium enterprises: a research agenda
International Journal of Information Technology and Management
Re-engineering is dead; Long live re-engineering
International Journal of Information Management: The Journal for Information Professionals
Chinese Business Process Re-engineering
International Journal of Information Management: The Journal for Information Professionals
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Traditional attempts to improve business performance have focused on increasing the efficiency of current workflow systems and automating existing processes by applying information technology (IT). Recently, a more radical approach, business process redesign (BPR), or reengineering, has become popular. This article puts BPR into perspective, by considering its theoretical foundations and empirical evolution. Reengineering is classified as a radical approach to organizational change, and shown to complement incremental improvement programs, such as total quality management (TQM). Although the leadership of general managers is critical to BPR success, the enabling role of IT also empowers information systems managers and system analysts. The relevant case study literature is critically reviewed while a BPR initiative in a major Hong Kong bank is examined in detail. A strategic management framework for large-scale process innovation is proposed while a prognosis based on emerging organizational and environmental trends is offered.