Business process reengineering is an approach to improving organizational performance that focuses on business processes and their efficiency. This paper provides a model interconnecting ICT adoption, ICT-enabled business process re-engineering (BPR), and performance with a balanced score card approach. A relevant literature review, which investigates critical indicators in ICT adoption and its impact on BPR is carried out. To this end, 9 hypotheses were made, research method is descriptive correlation and obviously based on structural equations (AMOS) model, being an applied one in terms of its goal. Statistical population consisted of small and medium sized enterprises of Kermanshah province, sample were taken classifiably and observation related to the questionnaire and variables of each hypothesis's items on the scale of likkert were provided. This paper provides empirical evidence to examine how intra- and extra-organizational factors influence ICT adoption, how ICT shapes BPR, and business performance. These findings will be valuable in understanding various motivations of ICT adoption, and predicting outcome of business performance stemming from ICT-enabled BPR. This condition leads to a high resistance and finally the failure of the changes in corporation. The results showed that the adoption of information and communication technologies can improve business process reengineering.
Akhavan, P., Jafari, M. and Ali-Ahmadi, A.R. (2006), “Exploring the interdependency between reengineering and information technology by developing a conceptual model”, Business Process Management Journal, Vol. 12 No. 4, pp. 517-34.
Albano, F., Pino, J.A. and Borges, M.R.S. (2001), “Participatory design: generating solutions”, XXI International Conference Science Society (SCCC 2001), Punta Arenas, pp. 13-22.
Al-Mashari, M. and Zairi, M. (2000), “BPR implementation process: an analysis of key success and failure factor”, Business Process Management Journal, Vol. 5, pp. 87-112.
Al-Qirim, N. (2007), “A research trilogy into e-commerce adoption in small businesses in New Zealand”, Electronic Markets, Vol. 17 No. 4, pp. 263-85.
Attaran, M. (2004), “Exploring the relationship between information technology and business process reengineering”, Information Management, Vol. 41 No. 5, pp. 585-96.
Buckby, S., Best, P. and Steward, J. (2008), “The current state of information technology governance literature”, in Cater-Steel, A. (Ed.), Information Technology Governance and Service Management: Frameworks and Adaptations, University of Southern Queensland, Toowoomba.
Colin, A. and Rowland, P. (1996), Managing Business Processes: BPR and Beyond, John Wiley & Sons, New York, NY
Crowe, T.J., Fong, P.M. and Zayas-Castro, J.L. (2002), “Quantative risk level estimation of business process reengineering efforts”, Business Process Management Journal, Vol. 8, No. 5, pp. 490-511.
Davenport, T.H. and Perez-Guardado, M.A. (1999), “Process ecology: a new metaphor for reengineering-oriented change”, Business Process Engineering: Advancing the State of the Art, Kluwer Academic Publishers, Norwell, MA, pp. 25-44.
Davenport, T.H. and Short, J.E. (1990), “The new industrial engineering: information technology and business process redesign”, Sloan Management Review, pp. 11-27.
Dennis, A.R., Carte, T.A. and Kelly, G.G. (2003), “Breaking the rules: success and failure in groupware-supported business process reengineering”, Decision Support Systems, Vol. 36, pp. 31-47.
Dube, P., Liu, Z., Wynter, L. and Xia, C. (2007), “Competitive equilibrium in e-commerce: pricing and outsourcing”, Computer and Operations Research, Vol. 34 No. 12, pp. 3541-59.
Grant, D. (2002), “A wider view of business process reengineering”, Communications of the ACM, Vol. 45 No. 2, pp. 84-92.
Grover, V. and Malhotra, M.K. (1997), “Business process reengineering: a tutorial on the concept, evolution, method, technology and application”, Journal of Operations Management, Vol. 15 No. 3, pp. 193-213.
Guimaraes, T. (1999), “Field testing of the proposed predictors of BPR success in manufacturing firms”, Journal of Manufacturing Systems, Vol. 18 No. 1, pp. 53-65
Hammer, M. (1990), “Reengineering work: don’t automate, obliterate”, Harvard Business Review, Vol. 68 No. 4, pp. 104-12.
Hammer, M. and Champy, J. (1993), Reengineering the Corporation: A Manifesto for Business Revolution, Harper Business, New York, NY.
Henderson, J.C. and Venkatraman, N. (1991), “Understanding strategic alignment”, Business Quarterly, Vol. 55 No. 3, p. 72.
Jaarvenpaa, S. and Stoddard, D.B. (1998), “Business process redesign: radical change”, Journal of Business Research, Vol. 41 No. 1, pp. 15-27.
Kaplan, R.S. and Norton, D.P. (1993), “Putting the balanced scorecard to work”, Harvard Business Review, Vol. 71 No. 5, pp. 134-42.
Kettinger, W.J., Teng, J.T.C. and Guha, S. (1997a), “The process reengineering life cycle methodology: a case study”, in Grover, V. and Kettinger, W.J. (Eds), Business Process Change: Concepts, Methodologies and Technologies, pp. 211-44.
Kettinger, W.J., Teng, J.T.C. and Guha, S. (1997b), “Business process change: a study of methodologies, techniques, and tools”, MIS Quarterly, Vol. 21 No. 1, pp. 55-80.
Kubeck, L.C. (1995), Techniques for Business Process Redesign, John Wiley & Sons,
New York, NY.
Lee, Y.C., Chu, P.Y. and Tseng, H.L. (2009), “Exploring the relationships between information technology adoption and business process reengineering”, Journal of Management & Organization, Vol. 15 No. 2, pp. 170-85.
Mertins, K. and Jochem, R. (2005), “Architectures, methods and tools for enterprise engineering”, International Journal of Production Economics, Vol. 98, pp. 179-88.
Morris, D. and Brandon, J. (1993), Re-engineering Your Business, McGraw-Hill, New York, NY.
Morton, M.S. (1996), “How information technologies can transform organizations”, in Kling, R. (Ed.), Computerization and Controversy: Value Conflicts and Social Choices, 2nd ed., Academic Press, San Diego, CA.
Motwani, F., Kumar, A. and Antony, F. (2004), “A business process change framework for examining the implementation of six sigma: a case study of Dow chemicals”, The TQM Magazine, Vol. 16 No. 4, pp. 273-83
Motwani, J., Subramanian, R. and Gopalakrishna, P. (2005), “Critical factors for successful ERP implementation: exploratory findings from four case studies”, Computers in Industry, Vol. 56, pp. 529-44.
Pan, M.J. and Jang, W.Y. (2008), “Determinants of the adoption of enterprise resource planning within the technology-organization-environment framework: Taiwan’s communications industry”, Journal of Computer Information Systems, Vol. 48 No. 3, pp. 94-102.
Ranganathan, C. and Dhaliwal, J.S. (2001), “A survey of business process reengineering practices in Singapore”, Information & Management, Vol. 39, pp. 125-34.
Schniederjans, M.J. and Kim, G.C. (2003), “Implementing enterprise resource planning systems with total quality control and business process reengineering – survey results”, International Journal of Operations & Production Management, Vol. 23 No. 4, pp. 418 29.
Shin, N. and Jemella, D.F. (2002), “Business process reengineering and performance improvements – the case of Chase Manhattan Bank”, Business Process Management Journal, Vol. 8 No. 4, pp. 351-63.
Shin, I. (2006), “Adoption of enterprise application software and firm performance", Small Business Economics, Vol. 26 No. 3, pp. 241-56.
Strandl, C.F. (2006), “Aligning business and IT: the process-driven architecture model”,
Information Systems Management, Vol. 23 No. 4, pp. 67-77.
Tatsiopoulos, I.P. and Panayiotou, N. (2000), “The integration of activity based costing and enterprise modeling for reengineering purposes”, International Journal of Production Economics, Vol. 66, pp. 33-44.
Terziovski, M.E., Fitzpatrick, P. and O’Neill, P. (2003), “Successful predictors of business process reengineering (BPR) in financial services”, International Journal of Production Economics, Vol. 84, pp. 35-50.
Uhlenbruck, K., Meyer, K.E. and Hitt, M.A. (2003), “Organizational transformation in transition economies: resource-based and organizational learning perspectives”, Journal of Management Studies, Vol. 40 No. 2, pp. 257-82.
Vidovic, D.I. and Vuhic, V.B. (2003), “Dynamic business process modelling using ARIS”, IEEE 25 International Conference Information Technology Interfaces (ITI), Pula, pp. 607-12.
Copyright: © 2013 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode
