Business Process Reengineering (BPR) has been hailed as a cure for many of the woes in today’s organizations. Many organizations have embarked on BPR but the results have been mixed. Failure is not uncommon but this does not appear to have affected the BPR drive to achieve dramatic improvements in organizational performance. The pragmatic goal-driven approaches adopted by corporations and other...

Business Process Re-engineering (BPR) is considered by many to have ‘had its day’ with scholars such as Hansen (Foster, 1994) stating that BPR is a misnomenor, and goes onto conclude that re-engineering does not exist because business systems were never engineered in the first place, they simply developed. Yet, others such as Hales and Savoie, (1994) and Irani et al., (1997) argue that BPR is a...

To achieve better performance of BPR, workflow management is integrated with BPR based on the core idea and steps of BPR. Main problems of hotel business process are studied, at the same the characteristics and advantages of WFM are introduced, which show that WFM is sound. Then BPR case of a five-star hotel in Guangzhou which adopts the WFM workflow is proposed. The rent and service charge pro...

This paper examines whether implementation of Business Process Reengineering (BPR) projects improve firm performance by analyzing a comprehensive data set on large firms in the United States. The performance measures utilized in the paper are labor productivity, return on assets, and return on equity. We show that firm performance increases after the BPR projects are finalized, while it remains...

This paper presents a new approach for business processes redesign (BPR). The approach uses case-based reasoning techniques to model past business redesign into a case or stories based on a developed BPR framework and best practices rules. The resulting case base of past failing or successful experiences will be used to support business process designer and practitioner in redesigning or improv...

Lack of leadership is frequently a cause for the high failure rate of business process reengineering (BPR) projects. According to many experts, BPR implementation requires a top-down, directive leadership style. Yet, it also requires the management of motivated, skilled, independent-thinking people doing non-programmable tasks for which a non-directive leadership style is most suited. This crea...

Business Process Reengineering (BPR) was developed as a new idea which, it was suggested, would revolutionise the corporation and give it a major competitive advantage. Rather than continue the debate about whether BPR is ‘good’ or ‘bad’, the focus here is on understanding how the concept ‘BPR’, however defined, has been diffused across European jlrms. The results from a survey of jirms in four...

Business Process Reengineering has gained a considerable attention in the world of change management during the past years. While more and more organizations embark on the BPR trend it can be concluded, that the theoretical bedrock for BPR falls rather short of the concepts ambition of being a solution for a multiplicity of problems that many companies suffer from. This thesis is intended to pr...

In this paper, after analyzing the predicaments that Chinese traditional logistics enterprises face while launching modern logistics services, the theory of reforming Chinese traditional logistics enterprises with Business Process Reengineering (BPR) is put forward. Then the basic implementation principles are discussed, and the steps of BPR are also analyzed for Chinese logistics enterprises. ...

Proportional service differentiation models are simple and effective approaches to service differentiation in Internet. Schedulers for delay differentiation are important elements of these models. We describe a new scheduler for proportional delay differentiation called BPR: Optimized BacklogProportional Rate scheduler. BPR considers waiting times of packets that are backlogged in queues in ord...