Allying business process reengineering with strategy: a new perspective for BPR
by Xiao-xia Huang, Shao-zu Mei
International Journal of Internet and Enterprise Management (IJIEM), Vol. 1, No. 3, 2003

Abstract: Since the early 1990s, business process reengineering (BPR) has become a buzzword around the world. Of the BPR methods and models suggested, the majority have put much attention on redesigning processes to improve the defined process performance. Those that stress the importance of strategic process reengineering focus more on the idea that redesigning should be embarked upon and implemented on a broader scope (cross- functional) in order to obtain greater pay offs, whereas the impact of BPR on strategies is paid less attention. In this paper, we propose a broader application of BPR to the enterprise and, consequently, stress the importance of BPR with respect to strategies and the role of strategic directions in light of BPR. Thus, we develop a conceptual BPR model that links a firm's long-term strategy, with a real-world example.

Online publication date: Mon, 10-May-2004

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Internet and Enterprise Management (IJIEM):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com