Are BPR practitioners really addressing business processes?

Tânia R. Belmiro, Paul D. Gardiner, J. E L Simmons, Antonio F. Rentes

Research output: Contribution to journalArticle

10 Citations (Scopus)

Abstract

Business process re-engineering (BPR), a management tool that initially advocated a revolution in the way businesses are driven, now carries the stigma of being a major cause of job elimination. This study reveals the depth of involvement of BPR practitioners in what, advocates claim, are the fundamental ingredients of BPR - business processes. The data alert the reader to the different understandings and practices related to business process analysis held by several UK and Brazilian companies. Possible reasons are given, accounting for why some of the companies investigated seemed to lose a BPR focus in favour of more urgent restructuring matters. The authors conclude that companies often lack a basic awareness of the business process concept, and that misconceptions about these issues can lead to unrealised expectations at various levels in the organization.

Original languageEnglish
Pages (from-to)1183-1203
Number of pages21
JournalInternational Journal of Operations and Production Management
Volume20
Issue number10
DOIs
Publication statusPublished - 2000

Keywords

  • BPR
  • Organizational change
  • Organizational structure
  • Process management

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