An exploratory study of organizational/managerial factors influencing business process reengineering implementation: An empirical study of critical success factors and resistance management.

摘要

BPR is a topic of currency in management circles. Numerous organizations have reported success from their BPR efforts. However, not all organizations that undertake BPR efforts achieve their intended results. A number of surveys by researchers and practitioners reveals that more than seventy percent of BPR projects fail.; The high failure rates of BPR make implementation issues especially important. BPR has great potential for increasing productivity through reduced process time and cost, improved quality and greater customer satisfaction. However, to attain these benefits it must be implemented and managed in the best interests of customers, employees, and the organization.; The objective of this study is empirically investigating organizational/managerial factors affecting BPR implementation. Although there have been a great number of publications concerning BPR, none of these dealt with real-world data. As a pioneering study of BPR, the contributions of this research project are two-fold. First, this research project provides empirically tested CSFs and CFF of BPR implementation. Especially, the influence of the organizational culture, structure, and managerial support on successful implementation were thoroughly investigated.; Second, this research found the combined effects of CSF and CFF. Top management commitment, leadership style, and collaborative work environment were found to negate employee resistance to a reengineered process and lead to a successful BPR implementation, especially when the level of employee resistance is high. However, change in management systems is found to be an effective way to support a reengineered process only when the level of employee resistance is low. Change in management systems does not work when the level of employee resistance is high.