Abstract

Several change agents, including globalization and increasingly sophisticated information technologies, both hardware and software, are causing organizations to review the essence of doing business. An information-technology-enabled reengineering of business process is one response to the cry for quality improvement initiatives during the past few decades. A review of the literature reveals an integrated approach for effective business process reengineering is desirable. A revised model is suggested to envisage a BPR initiative as a holistic treatment of Information Technology, Corporate Strategy, Senior Management Commitment and Leadership, Human Resource functions, and Organizational Support features. To explore the construct validity of the model, this study undertakes a multiple case study consisting of three cases, in three industries: a national police service, an aerospace manufacturer, and an intimate-apparel manufacturer. Categorization according to the Venkatraman model is suggested, as well as suggestions for further research in this area.

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