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An Empirical Analysis of Impact of Organizational Strategies on Critical Success Factors of Business Process Reengineering

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  • Niraj Kumar Vishvakarma

    (BHU Varanasi)

  • R. R. K. Sharma

    (IIT Kanpur)

  • Anup Kumar

    (Institute of Management Technology Nagpur)

Abstract

This study empirically investigates the influence of organizational strategies on critical success factors of business process reengineering (BPR) related to the scope, efficiency, effectiveness, direction of information flow, and resistance to change during the BPR implementation project. The study adopts the organizational typology propose by Miller and Roth (Manag Sci 40(3):285–304, 1994, https://doi.org/10.1108/01443570810867204 ) to categorize the organizations into three strategic groups (caretakers, marketeers, and innovators). For this study, the data have been collected from 131 organizations involved in BPR-related activities. This study uses various statistical techniques like cluster analysis, principal component, and post hoc analysis, to analyze the collected data. The data analysis shows an impact of organizational strategies on BPR factors like scope, efficiency, and bottom-up communication. Moreover, there are also some factors where organizational strategies do not play a significant role, but these factors are crucial for all the organizational strategy types.

Suggested Citation

  • Niraj Kumar Vishvakarma & R. R. K. Sharma & Anup Kumar, 2021. "An Empirical Analysis of Impact of Organizational Strategies on Critical Success Factors of Business Process Reengineering," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 22(1), pages 55-73, March.
    • Handle: RePEc:spr:gjofsm:v:22:y:2021:i:1:d:10.1007_s40171-021-00259-9
    DOI: 10.1007/s40171-021-00259-9
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    2. Laxmi Gupta & Ravi Shankar, 2022. "Adoption of Battery Management System in Utility Grid: An Empirical Study Using Structural Equation Modeling," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 23(4), pages 573-596, December.

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