Business Process Reengineering Strategy and Information Technology Integration The purpose of this paper is to provide a review, analysis and synthesis of a series of selected peer-reviewed articles concerning the best practices for incorporating new and established technologies into business operations using business process reengineering (BPR). To this end, the paper presents a review of the relevant literature to provide an introduction of the context of the articles and a description of the operations management strategies evaluated. In addition, an identification of the key themes that emerged from the selected articles is followed by an analysis of the patterns of similarities and differences in how each author has presented each theme.-Finally, an evaluation concerning the implications of operations management strategies on the successful management and leadership of an enterprise is followed by a summary of the research and important findings concerning the foregoing issues in the conclusion.

Review and Analysis

Context of the reviewed articles

The context of the articles reviewed below is business process reengineering (BPR) which is defined by Setegn and Ensermu (2013) as being “a process-based management tool that can deliver, redesign or replace inefficient processes, as required, with a breakthrough results which can be applied to a single process, a group of processes, or the entire processes comprising the organization” (p. 116). In sum, proponents of BPR maintain that this strategy can provide a number of valuable outcomes for organizations, including most especially streamlined business processes, cost savings and the elimination of waste (Boje & Hillon, 2017). To determine the facts, a description of the operations management strategies discussed in the selected articles is provided below.

Description of evaluated operations management strategies

According to Setegn and Ensermu...

Innovations in information technology (IT), though, have facilitated the implementation of operations management strategies that are aligned with organizational goals (Lee & Chu, 2009). Notwithstanding these beneficial outcomes, however, Boje and Hillon (2017) make the point that BPR is not an end-all, one-size-fits-all solution for operations management strategies, most especially when applied to university settings. Likewise, Taher and Krotov (2016) cite the resistance to change that is inevitable when BPR initiatives are introduced. Conversely, Ringim and Osman (2013) argue that BPR has been particularly beneficial for the operations management strategies used by the banking sector.
Identification of the key themes

Perhaps the overarching key theme to emerge from the literature review concerned the inextricable relationship between the timely application of IT to BPR projects in order to realize the optimal benefits from these initiatives. For instance, Lee and Chu (2009) report that, “Many firms engaged in BPR projects reported success in costs saving, quality breakthrough, better customer services, time reduction and revenue increases. Information technology is one of the enablers of BPR because technologies can help business to reinforce their competitiveness” (p. 170). Similarly, Mathew and Sulphey (2015) emphasize that BPR can provide companies with a competitive advantage in an increasingly globalized marketplace.

Another key theme to emerge from the literature concerned the growth of business processes that involve information technology (IT). In this regard, Setegn and Ensermu (2013) advise that, “A century [ago], about…