Process Re-Engineering Success in Small and Medium Sized Enterprises

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Author(s): Jeffrey Chang (London South Bank University, UK), Margi Levy (University of Warwick, UK)and Philip Powell (University of Bath, UK and University of Groningen, The Netherlands)
Copyright: 2010
Pages: 13
Source title: Enterprise Information Systems for Business Integration in SMEs: Technological, Organizational, and Social Dimensions
Source Author(s)/Editor(s): Maria Manuela Cruz-Cunha (Polytechnic Institute of Cavado and Ave, Portugal)
DOI: 10.4018/978-1-60566-892-5.ch020

Keywords: Business & Management / Business Information Systems / Business Science Reference / Enterprise Information Systems

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Abstract

The factors that lead to business process re-engineering (BPR) success in small and medium-sized enterprises (SMEs) are not clearly understood. This article reviews the main contributing factors to BPR success using a framework that considers culture, structure, technology and resource. Eight Taiwanese case studies are used to explore issues contributing to, or impeding, successful process re-engineering in small firms. The analysis shows that BPR success is empowered by innovation, employee empowerment, top management commitment and strategic direction and is dependent upon customer relations, IS involvement and financial resources.

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Process Re-Engineering Success in Small and Medium Sized Enterprises

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