Business process reengineering

Modeling the Relationship between Business Process Reengineering and Organizational Culture

Business process reengineering (BPR) has been widely known for its effectiveness in generating chances for organizational improvement. Understanding and modeling the relationship between the factors that contribute to the BPR and organizational culture (OC) is critical for the success of its implementation. This paper introduces a fuzzy-based analytical hierarchy process, named FAHP, for integrating the factors affecting BPR with OC to ensure the BPR’s success. First, a real case study was conducted to investigate the operational effectiveness and applicability of the proposed approach. Then, the BPR factors were validated and prioritized by a panel of experts from the American Society for Quality (ASQ) members network-Qatar chapter and a group of quality directors in Qatar. On the other side, the OC factors were investigated via a systematic literature review. Finally, an analytical correlation study was conducted to understand the relationship between the corresponding factors better. The correlation analysis study has shown that the organizational strategy, leadership, and transfer of knowledge are highly correlated with respect to people, innovation, and supportiveness. The team orientation, outcome orientation, and attention to detail factors have a medium correlation with the BPR factors. Moreover, the aggressiveness showed a weak correlation with all the BPR factors. The outcomes of this study provide decision-makers with guidelines for successful integration of the BPR and OC factors to ensure effective implementation of the BPR initiatives.

Process Transformations in E-Governance

The purpose of the present study is to assess the maturity level of government process reengineering and investigate the reasons for not achieving much anticipated benefits of E-Governance implementation across developing countries. The present study qualitatively analyzes the reengineering status of government processes in the current E-Governance implementation practices across India using the Process and Enterprise Maturity Model (PEMM). The structured interview was conducted with key people involved in the E-Governance implementation across India. The findings of study indicated that the E-Governance implementation in India is presently missing on the reengineering of government processes, owing to which these processes are not mature enough to deliver the higher performance post E-Governance implementation. The findings of the study suggested that to ensure the performance of government processes, the need is to focus upon the process enablers and enterprise capabilities.