Business Process Reengineering als nachhaltiger Trend? Eine Analyse der Praxis in deutschen Großunternehmen nach einer Dekade

Thomas Hess () and Dagmar Schuller
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Thomas Hess: Ludwig-Maximilians-Universität München

Schmalenbach Journal of Business Research, 2005, vol. 57, issue 4, 355-373

Abstract: Summary Currently Business Process Reengineering (BPR) is not of interest for science and some researchers even refer to it as more or less already outdated “fashion”. However, managers often address the steady importance of BPR-projects. This paper aims to follow these paths and to analyse which ideas of BPR really have been enforced in practice about ten years after the “hype”. Based on questionnaires, the BPR-activities of German stockmarket index relevant enterprises in 2003 have been analysed. The study indicates that BPR is important in practice, contrary to science at the moment, although not all ideas of BPR seem to be wholly implemented. Especially the ideas of radical redesign of business processes and the process-oriented organizational structure could not be enforced within enterprises.

Keywords: M10; O40; Business Process Management; Business Process Redesign; Business Process Reengineering; Geschäftsprozesse; Geschäftsprozessmanagement; Geschäftsprozessorientierung (search for similar items in EconPapers)
Date: 2005
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DOI: 10.1007/BF03372770

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