Prioritizing barriers to successful business process re-engineering (BPR) efforts in Saudi Arabian construction industry

Nader Abdul-Hadi, Abdulsalam Al-Sudairi and Saleh Alqahtani

Construction Management and Economics, 2005, vol. 23, issue 3, 305-315

Abstract: Engaging in business process re-engineering (BPR) efforts could prove to be highly rewarding for construction companies in Saudi Arabia. However, BPR is risky and could be disastrous if not properly approached. To enable sound BPR efforts and increase success chances, thorough investigation of barriers is essential. This study presents 29 barriers, with their influence (strength) on the success of BPR initiatives. Additionally, these barriers are ranked according to the ease of overcoming each. Finally, a graphical aid is provided to enable decision makers to concentrate their efforts on the most influential (strongest), yet easiest to overcome barriers. Following inadequate approach, affected people not informed, culture of construction firms, using inappropriate tools, using external consultants, undefined core processes, and fear and resistance to change are the most important barriers to successful BPR endeavours.

Keywords: Business process re-engineering (BPR); barriers; construction; Saudi Arabia (search for similar items in EconPapers)
Date: 2005
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DOI: 10.1080/0144619042000301375

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