زیرساخت های فن آوری اطلاعات،طراحی مجدد فرایند سازمانی و ارزش کسب و کار: تجزیه و تحلیل تجربی
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|14430||2010||13 صفحه PDF||سفارش دهید||11620 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Decision Support Systems, Volume 49, Issue 4, November 2010, Pages 417–429
We extend current research examining synergies between information technology, process redesign, and firm performance in three ways: analyze a firm's entire IT and BPR portfolio, examine production and market value performance implications, and conduct analysis using a unique dataset of 228 firms between 1996 and 1999. We find a contingent association between IT, process redesign, and performance. The interaction of IT and BPR portfolios is positively associated with firm productivity and market value. However, we find mixed evidence of a difference in these impacts across different types of BPR. Insights for business investment in IT and process redesign are discussed.
Business process redesign (BPR) is an approach to improving organizational performance that focuses on business processes and their efficiency ,  and . The concept has evolved from its reengineering roots into today's process-based approach to organizational change (e.g., quality management, human resource management, and customer relationship management) ,  and . The promise of substantial financial gain has motivated numerous firms across a wide range of industries to adopt major process change initiatives ,  and , with some achieving significant benefits  and . However, documented rates of redesign failure are also high, with some estimates as large as 70% . Collectively, the conflicting evidence of both BPR success and failure has led to a “paradox of BPR outcomes,” warranting further investigation to assist managers in their evaluation of process change opportunities .
نتیجه گیری انگلیسی
In this study, we conduct a unique examination of the impacts of the interaction of IT and process redesign. First, we examine the impacts of a firm's entire BPR portfolio – accounting for every BPR project in a firm versus the more limited scope of early firm-level studies – by adapting a framework of BPR from prior research . Second, we examine the impact of the IT-BPR interaction to a firm's production efficiency as well as its market value. The latter is an outcome measure new to the BPR literature. Third, based upon a previous theoretical model, we examine the performance impacts of different intermediate-level BPR outcomes; work restructure and cost rationalization. Overall, the empirical results are consistent with the basic proposition of synergies between process redesign and information technology (Table 8). Analysis concerning splits by degree of use, type of performance impact, and type of redesign provides mixed support.