ORGANIZATIONAL CHANGE AND CULTURE:INSIGHTS ON BPR PROJECTS

摘要

When it comes to process transformations, one wonders if organizational changes due to Business ProcessrnReengineering, often implemented within the context of Enterprise Resources Planning projects, would be morernsuccessful when an organization initiates them for external reasons rather than internal, and with a flexiblernapproach rather than control-oriented. This study is one of the first to look closely at the relationship betweenrnprocess transformations and archetypes of organizational culture, operationalized with the competing valuesrnmodel proposed by Quinn and Rohrbaugh (1983). Successful process transformations are examined throughrnperformance improvements realized from performing BPR projects. Results analyzed with PLS show thatrnorganizations with a culture profile emphasizing group and hierarchical archetypes improve their performance.rnThe implications of this are that organizations successfully engage process transformations with a controlledrninternal focus rather than a flexible external one.