Taking a strategic view of BPR to develop a multidisciplinary framework

F Ackermann, L Walls (), R van der Meer () and M Borman ()
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F Ackermann: University of Strathclyde
L Walls: University of Strathclyde
R van der Meer: University of Strathclyde
M Borman: University of Strathclyde

Journal of the Operational Research Society, 1999, vol. 50, issue 3, 195-204

Abstract: Abstract Despite undoubtedly being one of the latest fads, Business Process Reengineering (BPR) has provoked much debate about how organisations should be managed if dramatic improvements in performance are to be achieved. This paper takes a multidisciplinary view of BPR and focuses upon a number of the emergent issues. These include the role of strategy making, the promotion of communication and creativity, the role of statistics, and the effective use of performance measurement systems within a learning environment. The paper develops a framework that capitalises on the role of modelling in MS/OR as well as the various disciplines of the authors. As such, the framework draws on recent advances, as well as established thinking, in the areas of strategy development, information systems, quality management and statistical science. More importantly, the framework also provides an iterative approach to BPR enabling organisations to design, implement and monitor progress on an ongoing basis. Emphasis is placed on building effective communications, developing an organisational memory and supporting organisational learning.

Keywords: business process re-engineering; decision support systems; information systems; information technology; organisational learning; strategy; statistical science (search for similar items in EconPapers)
Date: 1999
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DOI: 10.1057/palgrave.jors.2600710

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