Broadening visions of business process re-engineering
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Cited by (43)
Exploring the role of a government authority in managing transformation in service re-engineering – Experiences from Dubai police
2019, Government Information QuarterlyCitation Excerpt :To cope with this dynamic environment and in response to globalisation and the changing business environment, as private companies turn to Business Process Re-engineering (BPR), so will governments, involving significant investment in ICT. Peppard (1996) asserts that business process reengineering is a fundamental management principle; where the fundamental message of BPR is that through the radical redesign of business processes, significant performance improvements can be achieved. The appliance of BPR advocates the redesign of business processes using enabling ICT to bring about a quantum leap in performance (Davenport, 1995; Hammer and Champy, 1993; Peppard et al., 2007).
Defining the concept of supply chain quality management and its relevance to academic and industrial practice
2005, International Journal of Production EconomicsBusiness process reengineering for health-care system using multicriteria mathematical programming
2002, European Journal of Operational ResearchTQM and BPR: Lessons for maintenance management
2000, OmegaCitation Excerpt :Increasingly, management should encourage the process of knowledge acquisition, through “legitimizing familiarisation activities” [22, p. 161]. The degree to which implementation is successful goes beyond training and education [66], to knowledge of products, processes and quality standards, and depends on the ability of the organisation to learn [45], with empowerment symbolising the “learning mindset approach… the company tackles quality by becoming a learning organization” [76, p. 82]. Again, we aim to move beyond these obvious observations and explore the underlying reasons for a lack of consistent action at senior levels.