The role of performance measurement in business process re‐engineering

M.E. Kuwaiti (Bahrain Defence Force, Bahrain)
John M. Kay (Cranfield University, Cranfield, Bedfordshire, UK)

International Journal of Operations & Production Management

ISSN: 0144-3577

Publication date: 1 December 2000


This paper argues that a performance measurement system (PMS) is a prerequisite to the introduction of business process re‐engineering (BPR) based on the role it plays in the phases of introducing change. This hypothesis was tested by examining the relationship between the congruence of PMS and the concepts of empowerment, integration and strategic alignment. Data were collected from 301 respondents in 19 manufacturing and 30 financial companies in Bahrain. Analysis indicated that PMS and strategic alignment are strongly related, empowerment is moderately related and integration showed a weak relationship.



Kuwaiti, M. and Kay, J. (2000), "The role of performance measurement in business process re‐engineering", International Journal of Operations & Production Management, Vol. 20 No. 12, pp. 1411-1426.

Download as .RIS




Copyright © 2000, MCB UP Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.