The CSFs, Quality Governance, BPR Performance and Gaining Competitive Advantage
Business process reengineering (BPR) is a popular management approach, which enables organizations to conduct substantial business and technological improvements. Successful implementation of BPR can assist organizations to change their old-fashioned practices into innovative processes through reorganizing and eliminating some processes and/or finding innovative ways to conduct business activities. Studies have shown, successful BPR implementation can. 1) create higher customer satisfaction, 2) increase productivity, 3) build higher flexibility in business processes, 4) improve organizational integrity which shall lead to sustainable competitive advantage for the firm. However, findings by different researches illustrate that up to 70% of BPR’s failures are at implementation stage due to lack of understanding of involved factors by different levels of management in an organization. This paper has exclusively developed the model, which can address the role of different factors in the implementation of Business Process Reengineering (BPR) performance and the ultimate outcome as competitive advantage. In addition, this research studies the influence of company size and business type as a moderator in the relationship between independent variables of study and BPR performance. The proposed model here aims to help planners in identifying a set of critical processes that are aligned with the firm’s strategic performance and then become candidate processes for further implementation.