Balance in Business Reengineering: An Empirical Study of Fit and Performance.

Author List: Huizing, Ard; Koster, Esther; Bouman, Wim;
Journal of Management Information Systems, 1997, Volume 14, Issue 1, Page 93-118.
This study addresses the complex relationship between fit and organizational performance in business reengineering. First, a framework for analysis based on the concept of fit is proposed. Three generic archetypes for three levels of ambitions are defined. Archetypes or ideal-type patterns of change are consistent packages of design and change management measures. It is hypothesized that organizations that change according to an ideal-type pattern outperform organizations that follow a different, inconsistent pattern. On the basis of a questionnaire sent to organizations involved in reengineering, this paper shows that consistent reengineering endeavors generally result in greater benefits than do inconsistent change efforts. It also demonstrates that only a minority of organizations have succeeded in creating a "magical mix" between the level of ambition and the design and change management measures actually taken. Finally, the managerial implications and future research challenges are described.
Keywords: business reengineering;organizational fit;organizational performance
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#185 0.198 change organizational implementation case study changes management organizations technology organization analysis successful success equilibrium radical efforts initiatives managing resistance individuals
#254 0.114 level levels higher patterns activity results structures lower evolution significant analysis degree data discussed implications stable cluster exist relationships identify
#114 0.111 performance firm measures metrics value relationship firms results objective relationships firm's organizational traffic measure market study improve accounting measuring aggregate
#69 0.107 process business reengineering processes bpr redesign paper research suggests provide past improvements manage enable organizations regarding focal cycle creating issues
#51 0.098 results study research experiment experiments influence implications conducted laboratory field different indicate impact effectiveness future participants evidence test controlled involving
#252 0.077 management practices technology information organizations organizational steering role fashion effective survey companies firms set planning focus committees executives managing committee
#145 0.052 differences analysis different similar study findings based significant highly groups popular samples comparison similarities non-is variety reveals imitation versus suggests