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Broadening visions of business process re-engineering

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  • Peppard, J.

Abstract

Business process re-engineering (BPR) has become a popular management prescription. The fundamental message of BPR is that through the redesign of business processes, significant performance improvements can be achieved. While BPR with its doctrine of radical performance improvement is a powerful message, experiences have been mixed, and this paper suggests that in order to overcome some of the problems the concept may need to be reconceptualized. The honeymoon period is over and preliminary speculations are giving way to emerging research results, reality is dismissing myths, while practice and greater understanding are advancing the boundaries. Through an examination of the research literature, together with the author's own research, the paper argues that BPR is broadening in scope from its initial narrow, internal and analytic focus. This paper highlights how the concept is broadening and presents a number of themes which seem to best capture the emerging conceptualization.

Suggested Citation

  • Peppard, J., 1996. "Broadening visions of business process re-engineering," Omega, Elsevier, vol. 24(3), pages 255-270, June.
    • Handle: RePEc:eee:jomega:v:24:y:1996:i:3:p:255-270
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    References listed on IDEAS

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    1. Roger H. Ballou, 1995. "Reengineering at American Express: The Travel Services Group’s Work in Process," Interfaces, INFORMS, vol. 25(3), pages 22-29, June.
    2. Pascale, Richard Tanner & Athos, Anthony G., 1981. "The art of Japanese management," Business Horizons, Elsevier, vol. 24(6), pages 83-85.
    3. Grover, V & Teng, J. T. C. & Fiedler, K. D., 1993. "Information technology enabled business process redesign: An integrated planning framework," Omega, Elsevier, vol. 21(4), pages 433-447, July.
    4. Van Ackere, Ann & Larsen, Erik Reimer & Morecroft, John D. W., 1993. "Systems thinking and business process redesign: An application to the beer game," European Management Journal, Elsevier, vol. 11(4), pages 412-423, December.
    5. C. K. Prahalad & Gary Hamel, 1994. "Strategy as a field of study: Why search for a new paradigm?," Strategic Management Journal, Wiley Blackwell, vol. 15(S2), pages 5-16, June.
    6. Henry Mintzberg, 1990. "The design school: Reconsidering the basic premises of strategic management," Strategic Management Journal, Wiley Blackwell, vol. 11(3), pages 171-195, March.
    7. Earl, Michael & Khan, Bushra, 1994. "How new is business process redesign?," European Management Journal, Elsevier, vol. 12(1), pages 20-30, March.
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    Cited by:

    1. Gabriela GHEORGHE, 2011. "Business Process Reengineering, a Crises Solution or a Necessity," Risk in Contemporary Economy, "Dunarea de Jos" University of Galati, Faculty of Economics and Business Administration, pages 190-195.
    2. Kwak, N. K. & Lee, Chang W., 2002. "Business process reengineering for health-care system using multicriteria mathematical programming," European Journal of Operational Research, Elsevier, vol. 140(2), pages 447-458, July.
    3. Hipkin, Ian, 2004. "Determining technology strategy in developing countries," Omega, Elsevier, vol. 32(3), pages 245-260, June.
    4. Robinson, Carol J. & Malhotra, Manoj K., 2005. "Defining the concept of supply chain quality management and its relevance to academic and industrial practice," International Journal of Production Economics, Elsevier, vol. 96(3), pages 315-337, June.
    5. Gabriela GHEORGHE, 2012. "Business Process Reengineering, a Crisis Solution or a Necessity," Economics and Applied Informatics, "Dunarea de Jos" University of Galati, Faculty of Economics and Business Administration, issue 2, pages 47-52.

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