Business Process Reengineering (BPR), which has emerged as a major management prescription and practice in the 1990s, calls for going back to the beginning and inventing a better way of doing work; it is not about incremental improvement and superficial changes. This paper focuses on two importnat aspects of BPR: (1) identification of the critical success factors in BPR, and (2) how practitioners can be more successful in BPR efforts. Based on an indepth literature review, this paper proposes six testable propositions concerning success of BPR efforts. The purpose of the paper is to aid in theory building in the area of BPR. Managerial implications are also disucssed.
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