Business Process Change: Reengineering Concepts, Methods and Technologies

  • 13h 22m
  • Varun Grover, William A. Kettinger
  • IGI Global
  • 1998

Global competition, sluggish economies and the potential offered by emerging technologies have pushed firms to fundamentally rethink their business processes.

Business Process Reengineering (BPR) has become recognized as a means to restructure again bureaucratized processes to achieve the strategic objectives of increased efficiency, reduced costs, improved quality and greater customer satisfaction.

Business Process Change: Reengineering Concepts, Methods and Technologies is a book about the evolution of a powerful process management concept. It is for managers, consultants, researchers, vendors of BPR, and academics. Familiarize yourself with BPR by learning the answers to related questions, such as:

  • What facilitates BPR?
  • What are the key enablers for BPR?
  • What are BPR technologies?
  • What is the role of information technology in BPR?
  • How can process change be implemented?
  • And much, much more!

About the Authors

Varun Grover is an Associate Professor of Information Systems in the Management Science Department at the University of South Carolina. He holds a B.Tech. in Electrical Engineering from the Indian Institute of Technology, New Delhi, an MBA from SIUC, and a Ph.D. degree in MIS from the University of Pittsburgh. Dr. Grover has published extensively in the information systems field, with over 50 publications in refereed journals. His work has appeared in journals such as MIS Quarterly, JMIS, Communications of the ACM, Decision Sciences, IEEE Transactions, California Management Review, Information and Management, Database, Omega, Interfaces, Long Range Planning, Information Systems Management, Journal of Systems Management and numerous others. He is currently co-editing a Special Issue of JMIS on Business Process Reengineering. Dr. Grover is the recipient of the Outstanding Achievement Award from the Decision Sciences Institute.

William J. Kettinger is Director of the Center of Information Management and Technology Research at the University of South Carolina. Dr. Kettinger is also an Assistant Professor of MIS within the College of Business Administration where he teaches in the Masters of International Business Studies (MIBS) program. Dr. Kettinger has served as the college's Director of Information Systems and Assistant Dean. He has over 15 years of international consulting experience with such companies as IBM, NCR, AT&T, Phillips and numerous university and governmental organizations. He is currently busy co-editing a Special Issue of the Journal of Management Information Systems on Business Process Reengineering. He has published extensively in such academic journals as MIS Quarterly, Decision Sciences, JMIS, Public Administrative Review, JSIS, DataBase, and Information & Management and in such practitioner journals as Journal of Information Systems Management and Journal of Systems Management. He received his Ph.D. and an M.S. in Information Systems from the University of South Carolina and an M.P.A. from the University of Massachusetts at Amherst. He is a member of the Society for Information Management (SIM), TIMS and DSI.

In this Book

  • Business Process Change
  • Technological and Organizational Enablers of Business Process Reengineering
  • Business Process Redesign: A Framework for Harmonizing People, Information and Technology
  • Business Process Reengineering: Theory and Practice—Views from the Field
  • Understanding Business Process Reengineering: A Sociocognitive Contingency Model
  • The Place of Information Technology and Radical/Incremental Organizational Change in Business Process Redesign
  • Automation, Business Process Reengineering and Client Server Technology: A Three Stage Model of Organizational Change
  • The Search for Processes to Reengineer: Avoiding the Pitfalls of Strategic Information Systems Planning
  • Alternative IT Strategies: Organizational Scope and Application Delivery
  • The Process Reengineering Life Cycle Methodology: A Case Study
  • A Framework and a Suite of Methods for Business Process Reengineering
  • Business Reengineering with Business Rules
  • Process Modelling—Who, What and How: Role Activity Diagramming
  • Reengineering and REAL Business Process Modeling
  • Value-Based Business Process Reengineering: An Objective Approach to Value Added
  • Lessons Learned from Business Engineering Within the Amsterdam Municipal Police Force: The Applicability of Dynamic Modelling
  • Strategy Congruence and BPR Rollout
  • Assessing Customer Value for Reengineering: Narcissistic Practices and Parameters from the Next Generation
  • When People “Work Scared”: Understanding Attitudes and Gaining Commitment in Business Process Reengineering
  • Business Process Reengineering, Politics and Management: From Methodologies to Processes
  • Public Sector Reengineering: Applying Lessons Learned in the Private Sector to the U.S. Department of Defense
  • Assessment of the Impacts of BPR and Information Technology Use on Team Communication: The Case of ICL Data
  • Business Process Reengineering and the Role of the Information Systems Professional
  • Reengineering the IS Function: A Managerial Perspective
  • Toward Reengineering the Information Systems Development Process
  • Surviving Business Process Redesign: The Impacts on IS
  • Author Biographies