Authors: Xiao-xia Huang, Shao-zu Mei
Addresses: School of Management, University of Science and Technology, Beijing, P.O. Box 100083, Beijing, 86-10-6233-2763, China. ' School of Management, University of Science and Technology, Beijing, P.O. Box 100083, Beijing, 86-10-6233-2763, China
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.
Keywords: BPR; process reengineering; business process reengineering; business strategy.
International Journal of Internet and Enterprise Management, 2003 Vol.1 No.3, pp.281 - 292
Published online: 10 May 2004 *Full-text access for editors Full-text access for subscribers Purchase this article Comment on this article