How to cite this paper
Khoshlafz, M & Hekmati, S. (2016). BPR implementation process: an analysis of key success and failure factors.Management Science Letters , 6(8), 569-574.
Refrences
Ahmad, H., Francis, A., & Zairi, M. (2007). Business process reengineering: critical success factors in higher education. Business Process Management Journal, 13(3), 451-469.
Bradley, P., Browne, J., Jackson, S., & Jagdev, H. (1995). Business process re-engineering (BPR)—a study of the software tools currently available.Computers in Industry, 25(3), 309-330.
Brandon, B., & Guimaraes, T. (2016). Increasing bank BPR benefits by managing project phases. Knowledge and Process Management, 23(2), 136-146.
Chang, J. F. (2016). Business process management systems: strategy and implementation. CRC Press.
Grover, V., Fiedler, K. D., & Teng, J. T. (1994). Exploring the success of information technology enabled business process reengineering. IEEE Transactions on Engineering Management, 41(3), 276-284.
Guimaraes, T. (1997). Empirically testing the antecedents of BPR success.International Journal of Production Economics, 50(2), 199-210.
Guimaraes, T. (1999). Field testing of the proposed predictors of BPR success in manufacturing firms. Journal of Manufacturing Systems, 18(1), 53.
Johansson, H. J. (1993). Business process reengineering: Breakpoint strategies for market dominance. John Wiley & Sons.
Khosravi, A. (2016). Business process rearrangement and renaming: a new approach to process orientation and improvement. Business Process Management Journal, 22(1), 116-139.
Al-Mashari, M., & Zairi, M. (1999). BPR implementation process: an analysis of key success and failure factors. Business Process Management Journal,5(1), 87-112.
McAdam, R., & Donaghy, J. (1999). Business process re-engineering in the public sector: A study of staff perceptions and critical success factors.Business Process Management Journal, 5(1), 33-52.
AlShathry, O. (2016). Business process management: a maturity assessment of Saudi Arabian organizations. Business Process Management Journal, 22(3), 507-521.
Ranganathan, C., & Dhaliwal, J. S. (2001). A survey of business process reengineering practices in Singapore. Information & Management, 39(2), 125-134.
Raymond, L., Bergeron, F., & Rivard, S. (1998). Determinants of business process reengineering success in small and large enterprises: an empirical study in the Canadian context. Journal of Small Business Management,36(1), 72.
Reijers, H. A., & Mansar, S. L. (2005). Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics. Omega, 33(4), 283-306.
Sutcliffe, N. (1999). Leadership behavior and business process reengineering (BPR) outcomes: An empirical analysis of 30 BPR projects. Information & Management, 36(5), 273-286.
Terziovski, M., Fitzpatrick, P., & O’Neill, P. (2003). Successful predictors of business process reengineering (BPR) in financial services. International Journal of Production Economics, 84(1), 35-50.
Weerakkody, V., Janssen, M., & Dwivedi, Y. K. (2011). Transformational change and business process reengineering (BPR): Lessons from the British and Dutch public sector. Government Information Quarterly, 28(3), 320-328.
Bradley, P., Browne, J., Jackson, S., & Jagdev, H. (1995). Business process re-engineering (BPR)—a study of the software tools currently available.Computers in Industry, 25(3), 309-330.
Brandon, B., & Guimaraes, T. (2016). Increasing bank BPR benefits by managing project phases. Knowledge and Process Management, 23(2), 136-146.
Chang, J. F. (2016). Business process management systems: strategy and implementation. CRC Press.
Grover, V., Fiedler, K. D., & Teng, J. T. (1994). Exploring the success of information technology enabled business process reengineering. IEEE Transactions on Engineering Management, 41(3), 276-284.
Guimaraes, T. (1997). Empirically testing the antecedents of BPR success.International Journal of Production Economics, 50(2), 199-210.
Guimaraes, T. (1999). Field testing of the proposed predictors of BPR success in manufacturing firms. Journal of Manufacturing Systems, 18(1), 53.
Johansson, H. J. (1993). Business process reengineering: Breakpoint strategies for market dominance. John Wiley & Sons.
Khosravi, A. (2016). Business process rearrangement and renaming: a new approach to process orientation and improvement. Business Process Management Journal, 22(1), 116-139.
Al-Mashari, M., & Zairi, M. (1999). BPR implementation process: an analysis of key success and failure factors. Business Process Management Journal,5(1), 87-112.
McAdam, R., & Donaghy, J. (1999). Business process re-engineering in the public sector: A study of staff perceptions and critical success factors.Business Process Management Journal, 5(1), 33-52.
AlShathry, O. (2016). Business process management: a maturity assessment of Saudi Arabian organizations. Business Process Management Journal, 22(3), 507-521.
Ranganathan, C., & Dhaliwal, J. S. (2001). A survey of business process reengineering practices in Singapore. Information & Management, 39(2), 125-134.
Raymond, L., Bergeron, F., & Rivard, S. (1998). Determinants of business process reengineering success in small and large enterprises: an empirical study in the Canadian context. Journal of Small Business Management,36(1), 72.
Reijers, H. A., & Mansar, S. L. (2005). Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics. Omega, 33(4), 283-306.
Sutcliffe, N. (1999). Leadership behavior and business process reengineering (BPR) outcomes: An empirical analysis of 30 BPR projects. Information & Management, 36(5), 273-286.
Terziovski, M., Fitzpatrick, P., & O’Neill, P. (2003). Successful predictors of business process reengineering (BPR) in financial services. International Journal of Production Economics, 84(1), 35-50.
Weerakkody, V., Janssen, M., & Dwivedi, Y. K. (2011). Transformational change and business process reengineering (BPR): Lessons from the British and Dutch public sector. Government Information Quarterly, 28(3), 320-328.