 Business process reengineering in public sector: ranking the implementation barriersAli Rajabzadeh Ghatari, Zahra Shamsi and Ali Vedadi International Journal of Process Management and Benchmarking, 2014, vol. 4, issue 3, 324-341 Abstract: The purpose of this research is to identify and rank the failure factors of business process reengineering projects in the public sector. BPR requires a break with organisation's previous situation in and out of the organisation, because after BPR, organisations should have a different situation to support the new way of managing their various functions. In this regard, public organisations have characteristics that usually prevent a successful implementation of BPR. To conduct the research, we review the literature to investigate the success and failure factors in BPR projects. Also, we prepare a new categorised list of barriers which is the basis for conducting a survey to measure the BPR barriers in public sector. Accordingly, the TOPSIS method is used to rank the importance of the factors. Moreover, path analysis is used to identify the causal paths or relationships between these barriers. Results of path analysis show that external barriers significantly affect internal barriers. Keywords: business process reengineering; BPR; public sector; critical success factors; path analysis; TOPSIS. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijpmbe:v:4:y:2014:i:3:p:324-341 Access Statistics for this article More articles in International Journal of Process Management and Benchmarking from Inderscience Enterprises Ltd |
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