ABSTRACT
Business process reengineering (BPR) has become one of the most cited management issues in the managerial, academic, and trade press. It has also been listed as a top priority by most surveys of corporate executives, business planners, and management consultants. The BPR concept was introduced during the late 1980s primarily by a few influential consultants and academics. BPR uses information technology (IT) to radically change (or redesign) the business processes within organizations to dramatically increase their efficiency and effectiveness. Although some of the concepts and methods of previous management practices are similar to those of BPR (e.g., total quality management and activity value analysis), BPR is still perceived by some advocates as a different way of management thinking. Thus, many of the mistakes committed with BPR’s predecessor concepts and methods have been repeated.
