Strategies for Business Process Reengineering: Evidence from Field Studies.

Author List: Earl, Michael J.; Sampler, Jeffrey L.; Short, James E.;
Journal of Management Information Systems, 1995, Volume 12, Issue 1, Page 31-56.
This paper reports on early results from case study research into the relationship between business process reengineering (BPR) and strategic planning. First a framework for analysis is proposed based on the concept of alignment. This "process alignment model" comprises four lenses of enquiry: process, strategy, information systems. and change management and control. Four case studies are then described, selected from a wider sample to demonstrate variation across the four domains. A taxonomy of strategies for BPR is derived from the case studies. This taxonomy suggests a richer variety of BPR practice than has been documented to date and provides an opportunity and platform for further research.
Keywords: business process reengineering;change management;information systems planning;strategic planning
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List of Topics

#69 0.245 process business reengineering processes bpr redesign paper research suggests provide past improvements manage enable organizations regarding focal cycle creating issues
#82 0.191 case study studies paper use research analysis interpretive identify qualitative approach understanding critical development managerial elements exploring points positivist presents
#10 0.120 strategies strategy based effort paper different findings approach suggest useful choice specific attributes explain effective affect employ particular online control
#42 0.112 perceived results study field individual support effects microcomputer pressure external usefulness test psychological obligations characteristics variables indicate existence availability investigating
#175 0.102 taxonomy systems different concept isd alternative generalization mechanistic distinction types generalizability theoretical speech richer induction original form inductive empirical organic
#229 0.068 alignment strategic business strategy performance technology value organizational orientation relationship information misalignment matched goals perspective fit firms executives argue need