This paper presents an analysis result of relationship between business and information technology (IT) in business process reengineering (BPR). 258 Japanese firm-level data collected have been analyzed using structural equation modeling. This analysis was aimed to illuminating success factors of achieve effective BPR. Analysis was focused on management factors (including organizational factors...

This chapter presents an approach to BPR that is focused on achieving results from the first stages to implementation. The engineering approach presented utilizes an integrated set of methods applied incrementally. This allows BPR practitioners to more realistically approach a project; assess its impact, duration, and required budget; and mitigate the risks of failure. We present the approach a...

Biomimetic pattern recognition (BPR) has been proposed for several years, but it has never been applied to iris recognition yet. In this paper, a new iris recognition method combined with BPR was proposed here. Experiments on the CASIA iris image database show that the iris recognition method based on BPR is reliable and efficient.

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...

Information and communications Corporations usually work in an environment in which business requirements are subject to continuous inevitable change. Therefore, in order to sustain competitive advantage, the corporations are required to continuously configure their business processes and operations with respect to these changes.This paper provides a model interconnecting ICT adoption,ICT-enabl...

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 statement first outlines the main requirements for the application of the ontologies and of the agent-based technology to Business Process Reengineering (BPR). Then it tries to motivate the need for a new type of mediation for BPR, namely the mediation of ideas (instead of services, as the existing facilitators provide), in order to automatically collect, compare, combine, analyze ideas an...

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...

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...