Literature Review Undergraduate 1,208 words

Business Process Reengineering and IT Integration Strategies

~7 min read 6 sections Business · Operations Management

Abstract

This paper presents a review, analysis, and synthesis of peer-reviewed literature on business process reengineering (BPR) and its integration with information technology (IT) in operations management. Drawing on seven studies spanning banking, public sector, higher education, and generic organizational contexts, the paper identifies the inextricable relationship between IT adoption and BPR success as a central theme. It examines similarities and differences across the studies in methodology and organizational context, and evaluates the implications of BPR strategies for enterprise leadership. The paper concludes that while BPR holds broad potential benefits, widespread misunderstanding of its principles and resistance to change remain significant barriers to effective implementation.

Key Takeaways

Introduction: Purpose and structure of the literature review
Context and Operations Management Strategies: BPR defined and evaluated across organizational contexts
Key Themes in the Literature: IT-BPR relationship and shift to intangible work
Similarities and Differences Across Studies: Methodological and contextual variation across reviewed studies
Implications for Operations Management: Leadership requirements and change management for BPR success
Conclusion: BPR potential, barriers, and future refinement

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What makes this paper effective

Clearly organizes a multi-source literature review into discrete analytical sections — context, themes, similarities and differences, and implications — making the argument easy to follow.
Balances breadth (seven studies across multiple sectors) with focused synthesis, consistently tying each source back to the central BPR-IT relationship.
Acknowledges limitations and counterarguments (resistance to change, high failure rates, context-dependency) rather than presenting BPR one-sidedly, which strengthens credibility.

Key academic technique demonstrated

The paper demonstrates comparative thematic synthesis: it groups sources around shared themes (IT enablement, competitive advantage, resistance) and then maps their methodological differences systematically. This technique allows the writer to move beyond mere summary toward genuine analytical commentary on what the body of literature collectively suggests.

Structure breakdown

The paper opens with a definition of BPR and an overview of the reviewed articles, then describes the operations management strategies discussed in those articles. A thematic analysis identifies two primary themes — the BPR-IT relationship and the shift toward intangible work. A comparative section examines methodological and contextual differences across studies. An evaluation section draws out leadership and management implications, and a brief conclusion synthesizes findings and gestures toward future development of BPR as a discipline.

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Essay 1,208 words

Introduction

This paper provides 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 introduce the context of the articles and describe the operations management strategies evaluated. 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 of the implications of operations management strategies for the successful management and leadership of an enterprise is followed by a summary of the research and important findings in the conclusion.

Context and Operations Management Strategies

The context of the articles reviewed below is business process reengineering (BPR), which is defined by Setegn and Ensermu (2013) as "a process-based management tool that can deliver, redesign or replace inefficient processes, as required, with 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).

According to Setegn and Ensermu (2013), business practitioners in companies of all sizes and types have been forced to reevaluate their operations management strategies in response to fundamental changes in the market that have made conventional organizational processes far less efficient than when they were first introduced. Innovations in information technology (IT), however, have facilitated the implementation of operations management strategies that are better aligned with organizational goals (Lee & Chu, 2009). Notwithstanding these beneficial outcomes, Boje and Hillon (2017) make the point that BPR is not a one-size-fits-all solution for operations management, 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.

Key Themes in the Literature

Perhaps the overarching key theme to emerge from the literature review concerns the inextricable relationship between the timely application of IT to BPR projects and the realization of 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 concerns the growth of business processes that involve information technology. In this regard, Setegn and Ensermu (2013) advise that "A century [ago], about [90%] of workers produced and moved tangible, material things. In the mid-1990s this ratio was down to [20%]. The other four out of five workers currently produce and deliver intangible products such as information and service" (p. 116). This theme means that even occupations that traditionally did not involve IT resources are now characterized by extensive use of these technologies.

2 Sections Hidden · 310 words

Similarities and Differences Across Studies200 words

The studies reviewed shared some similarities, including their discussions concerning the relationship between BPR and innovations in IT as well as the benefits purported to accrue to the use of BPR in various organizational contexts. Likewise, many of the studies stressed the fact that far too…

Implications for Operations Management110 words

Thoughtfully implemented and judiciously administered, the research suggests that BPR and IT integration can provide organizations of all sizes and types with a number of benefits. However, the level and extent of these benefits depends in large…

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Conclusion

The research showed that business process reengineering is a straightforward concept that holds the potential to provide a wide array of benefits for organizations, but the concept and principles of BPR are widely misunderstood, which constrains the effectiveness of its various implementations. The research also showed, however, that it is possible to achieve optimal results, especially when stakeholders are educated concerning the need for the initiative and how it will benefit them. Finally, it is reasonable to conclude that, like any management strategy, business process reengineering will continue to be refined and developed over the next several years in an effort to further improve its effectiveness and universal applicability.

References

Boje, D. M. & Hillon, Y. C. (2017, April 1). 21st century university and the failure of business process reengineering. Organization Development Journal, 35(1), 91–95.

Habib, M. N. (2013, March). Understanding critical success and failure factors of business process reengineering. International Review of Management and Business Research, 2(1), 1–4.

Lee, Y. C. & Chu, P. Y. (2009, May). Exploring the relationships between information technology adoption and business process reengineering. Journal of Management and Organization, 15(2), 170–177.

Mathew, G. & Sulphey, M. M. (2015, November 1). Scope of business process reengineering in public sector undertakings. Asian Social Science, 11(26), 129–132.

Ringim, K. J. & Osman, N. H. (2013, September). Exploring the implementation of business process reengineering in banks. Asian Social Science, 9(11), 243–247.

Setegn, D. & Ensermu, M. (2013, January). Assessing the effect of business process reengineering on organizational performance. Researchers World, 4(1), 115–120.

Taher, N. B. & Krotov, V. (2016, Fall). Business process reengineering: Addressing sources of resistance and sabotage tactics. Journal of Competitiveness Studies, 24(3), 145–151.

Key Concepts in This Paper

Business Process Reengineering IT Integration Operations Management Change Resistance Competitive Advantage Organizational Performance Stakeholder Engagement Banking Sector BPR Public Sector BPR Process Innovation