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Business process re‐engineering: Theory‐ and evidence‐based practice

Peter Homa (The Leicester Royal Infirmary NHS Trust, Leicester, UK)

Business Process Re-engineering & Management Journal

ISSN: 1355-2503

Article publication date: 1 December 1995

2872

Abstract

Achieving more from less is a preoccupation of many organizations in the turbulent 1990s. Midst the maelstrom of apparently mutually exclusive organizational objectives, managers respond to what may turn out to be the siren call of business process re‐engineering. Rapid assimilation of business process re‐engineering into managerial practice in the 1990s is arresting. However, a number of articles on the subject have been based on hyperbole rather than evidence. Considers and examines theoretical antecedents of business process re‐engineering within the context of this decade’s challenges. Uses empirical evidence to provide evidence‐based critical success factors for business process re‐engineering programmes. Discusses indications for future research in business process re‐engineering. Places emphasis on the need to bridge the lacuna between business process re‐engineering theory and evidence‐based practice.

Keywords

Citation

Homa, P. (1995), "Business process re‐engineering: Theory‐ and evidence‐based practice", Business Process Re-engineering & Management Journal, Vol. 1 No. 3, pp. 10-30. https://doi.org/10.1108/14637159510103202

Publisher

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MCB UP Ltd

Copyright © 1995, MCB UP Limited

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