Process Re-Engineering Success in Small and Medium Sized Enterprises

Process Re-Engineering Success in Small and Medium Sized Enterprises

Jeffrey Chang (London South Bank University, UK), Margi Levy (University of Warwick, UK) and Philip Powell (University of Bath, UK and University of Groningen, The Netherlands)
Copyright: © 2009 |Pages: 13
DOI: 10.4018/jeis.2009070102

Abstract

The factors that lead to business process re-engineering (BPR) success in small and medium-sized enterprises (SMEs) are not clearly understood. This article reviews the main contributing factors to BPR success using a framework that considers culture, structure, technology and resource. Eight Taiwanese case studies are used to explore issues contributing to, or impeding, successful process re-engineering in small firms. The analysis shows that BPR success is empowered by innovation, employee empowerment, top management commitment and strategic direction and is dependent upon customer relations, IS involvement and financial resources.

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