Previous researchers have investigated the principles of business process reengineering (BPR) and how firms approach this process. However, previous research makes no distinction among BPR projects in different organizational contexts. The present research investigates the BPR methods best suited for financial institutions. Based on a case study conducted in Chase Manhattan Bank, this research ...

Business process reengineering (BPR) projects have been carried out for many years, with varying degrees of success. Two key reasons for failure are distinguished from the literature: insufficient stakeholder involvement and poor analyses of the business processes. The purpose of this paper is to present a decade of field experiences with collaborative BPR. Nine BPR projects were executed and a...

With risk defined as the possibility of deviation in the results from the expected goals, business process reengineering (BPR) initiatives clearly involve risk taking. However, due to the high expected returns of such efforts, the acceptable risk levels of BPR will tend to be greater than those of less ambitious projects. This research reports the development of a tool to quantitatively estimat...

This study examines organizational factors that affect the implementation of business process reengineering (BPR) when applying two specific Information Technologies (i.e., electronic data interchange and/or Internet technology). This research uses a survey methodology to gather information about how organizational enablers and IT affect BPR implementation. By determining the factors that affec...

Methicillin-resistant Staphylococcus aureus (MRSA) is resistant to beta-lactam antibiotics because it expresses penicillin-binding protein 2a (PBP2a), a low-affinity penicillin-binding protein. An investigational broad-spectrum cephalosporin, ceftobiprole (BPR), binds PBP2a with high affinity and is active against MRSA. We hypothesized that BPR resistance could be mediated by mutations in mecA,...

Business process reengineering (BPR) and systems reengineering (SR) are often implemented separately, in an uncoordinated fashion. Yet practitioners realize that BPR can be informed by SR and that SR can benefit from the application of BPR concepts. This research indicates that potential synergies can result when BPR and SR are pursued in an integrated fashion. The paper presents an integrated ...

Business Process Re-engineering (BPR) does not merely represent change – it means dramatic change. BPR necessitates a complete change in organizational structures, management systems, employee responsibilities and performance measurements, incentive systems, skill development, and the use of Information Technology (IT). It affects every single aspect of doing business. At one level, BPR can be ...