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- W4229976168 abstract "Business process re-engineering (BPR) was presented as the key to successful organizational transformation in the early 1990s. In this paper we examine a BPR initiative at a medium-sized UK building society in order to explore whether BPR succeeded or failed and to place BPR within the wider context of an organization facing a merger. The study describes the development of a novel BPR methodology which combines both hard and soft modelling approaches and reveals a degree of success in terms of process modelling and gaining consensus on process content and faults. However, two more far-reaching initiatives served to drain away support from the BPR effort: a parallel organizational analysis undertaken by an external consultancy and the hidden (although rumoured) merger talks with a larger partner. Therefore it is inappropriate to view BPR as an isolated, strategic initiative when, in practice, it may be one of several competing change activities vying for support within a changing organizational context. The paper concludes by presenting a model of concurrent dynamics which helps to explain why BPR lost momentum." @default.
- W4229976168 created "2022-05-11" @default.
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- W4229976168 date "2000-06-01" @default.
- W4229976168 modified "2023-09-25" @default.
- W4229976168 title "Re-Engineering in the Face of a Merger: Soft Systems and Concurrent Dynamics" @default.
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- W4229976168 doi "https://doi.org/10.1177/026839620001500207" @default.
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