Are BPR practitioners really addressing business processes?

Tânia R. Belmiro (University of São Paulo, São Carlos, Brazil)
Paul D. Gardiner (Heriot‐Watt University, Edinburgh, UK)
John E.L. Simmons (Heriot‐Watt University, Edinburgh, UK)
Antonio F. Rentes (University of São Paulo, São Carlos, Brazil)

International Journal of Operations & Production Management

ISSN: 0144-3577

Publication date: 1 October 2000


Business process re‐engineering (BPR), a management tool that initially advocated a revolution in the way businesses are driven, now carries the stigma of being a major cause of job elimination. This study reveals the depth of involvement of BPR practitioners in what, advocates claim, are the fundamental ingredients of BPR – business processes. The data alert the reader to the different understandings and practices related to business process analysis held by several UK and Brazilian companies. Possible reasons are given, accounting for why some of the companies investigated seemed to lose a BPR focus in favour of more urgent restructuring matters. The authors conclude that companies often lack a basic awareness of the business process concept, and that misconceptions about these issues can lead to unrealised expectations at various levels in the organization.



Belmiro, T., Gardiner, P., Simmons, J. and Rentes, A. (2000), "Are BPR practitioners really addressing business processes?", International Journal of Operations & Production Management, Vol. 20 No. 10, pp. 1183-1203.

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Copyright © 2000, MCB UP Limited

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