Taking a strategic view of BPR to develop a multidisciplinary framework

Research output: Contribution to journalArticle

16 Citations (Scopus)

Abstract

Despite undoubtedly being one of the latest fads, Business Process Reengineering (BPR) has provoked much debate about how organisations should be managed if dramatic improvements in performance are to be achieved. This paper takes a multidisciplinary view of BPR and focuses upon a number of the emergent issues. These include the role of strategy making, the promotion of communication and creativity, the role of statistics, and the effective use of performance measurement systems within a learning environment. The paper develops a framework that capitalises on the role of modelling in MS/OR as well as the various disciplines of the authors. As such, the framework draws on recent advances, as well as established thinking, in the areas of strategy development, information systems, quality management and statistical science. More importantly, the framework also provides an iterative approach to BPR enabling organisations to design, implement and monitor progress on an ongoing basis. Emphasis is placed on building effective communications, developing an organisational memory and supporting organisational learning.
LanguageEnglish
Article number0160-5682/99
Pages195-204
Number of pages10
JournalJournal of the Operational Research Society
Volume50
Issue number3
DOIs
Publication statusPublished - Mar 1999

Fingerprint

Reengineering
Industry
Communication
Quality management
Information systems
Statistics
Data storage equipment
Business process re-engineering

Keywords

  • BPR
  • business process re-engineering
  • business models
  • statistical models
  • operations research
  • corporate strategy

Cite this

@article{2c6bd7ea96c2478991c78ca0ea769941,
title = "Taking a strategic view of BPR to develop a multidisciplinary framework",
abstract = "Despite undoubtedly being one of the latest fads, Business Process Reengineering (BPR) has provoked much debate about how organisations should be managed if dramatic improvements in performance are to be achieved. This paper takes a multidisciplinary view of BPR and focuses upon a number of the emergent issues. These include the role of strategy making, the promotion of communication and creativity, the role of statistics, and the effective use of performance measurement systems within a learning environment. The paper develops a framework that capitalises on the role of modelling in MS/OR as well as the various disciplines of the authors. As such, the framework draws on recent advances, as well as established thinking, in the areas of strategy development, information systems, quality management and statistical science. More importantly, the framework also provides an iterative approach to BPR enabling organisations to design, implement and monitor progress on an ongoing basis. Emphasis is placed on building effective communications, developing an organisational memory and supporting organisational learning.",
keywords = "BPR, business process re-engineering, business models, statistical models, operations research, corporate strategy",
author = "F. Ackermann and L. Walls and {van der Meer}, R. and M. Borman",
year = "1999",
month = "3",
doi = "10.2307/3010682",
language = "English",
volume = "50",
pages = "195--204",
journal = "Journal of Operational Research Society",
issn = "0160-5682",
number = "3",

}

Taking a strategic view of BPR to develop a multidisciplinary framework. / Ackermann, F.; Walls, L.; van der Meer, R.; Borman, M.

In: Journal of the Operational Research Society, Vol. 50, No. 3, 0160-5682/99, 03.1999, p. 195-204.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Taking a strategic view of BPR to develop a multidisciplinary framework

AU - Ackermann, F.

AU - Walls, L.

AU - van der Meer, R.

AU - Borman, M.

PY - 1999/3

Y1 - 1999/3

N2 - Despite undoubtedly being one of the latest fads, Business Process Reengineering (BPR) has provoked much debate about how organisations should be managed if dramatic improvements in performance are to be achieved. This paper takes a multidisciplinary view of BPR and focuses upon a number of the emergent issues. These include the role of strategy making, the promotion of communication and creativity, the role of statistics, and the effective use of performance measurement systems within a learning environment. The paper develops a framework that capitalises on the role of modelling in MS/OR as well as the various disciplines of the authors. As such, the framework draws on recent advances, as well as established thinking, in the areas of strategy development, information systems, quality management and statistical science. More importantly, the framework also provides an iterative approach to BPR enabling organisations to design, implement and monitor progress on an ongoing basis. Emphasis is placed on building effective communications, developing an organisational memory and supporting organisational learning.

AB - Despite undoubtedly being one of the latest fads, Business Process Reengineering (BPR) has provoked much debate about how organisations should be managed if dramatic improvements in performance are to be achieved. This paper takes a multidisciplinary view of BPR and focuses upon a number of the emergent issues. These include the role of strategy making, the promotion of communication and creativity, the role of statistics, and the effective use of performance measurement systems within a learning environment. The paper develops a framework that capitalises on the role of modelling in MS/OR as well as the various disciplines of the authors. As such, the framework draws on recent advances, as well as established thinking, in the areas of strategy development, information systems, quality management and statistical science. More importantly, the framework also provides an iterative approach to BPR enabling organisations to design, implement and monitor progress on an ongoing basis. Emphasis is placed on building effective communications, developing an organisational memory and supporting organisational learning.

KW - BPR

KW - business process re-engineering

KW - business models

KW - statistical models

KW - operations research

KW - corporate strategy

U2 - 10.2307/3010682

DO - 10.2307/3010682

M3 - Article

VL - 50

SP - 195

EP - 204

JO - Journal of Operational Research Society

T2 - Journal of Operational Research Society

JF - Journal of Operational Research Society

SN - 0160-5682

IS - 3

M1 - 0160-5682/99

ER -