IS THE BUSINESS PROCESS REENGINEERING (BPR) PROVED ITSELF TO BE A TRUSTABLE CHANGE MANAGEMENT APPROACH FOR MULTINATIONAL CORPORATIONS? CASE STUDIES FROM THE LITERATURE
We are in a century of change. The thought of “the only constant is change” implies this truth. Whatever the circumstances are, both organizations and managers need to keep up with these changes in order to survive and compete better. Increased competition and globalization compels most organizations to become innovative and adopt approaches based on change. In literature, there is an abundance of information available on organizational change. Researchers have written numerous articles, papers and books in this topic and they have several different approaches to how organizations should manage change. Knowing how to adopt and change successfully has become a critical and timeless challenge for any organization. Business Process Reengineering (BPR) is one of these most popular change management approaches which have attracted great attention in this world of change recently. Even though there have been successful and unsuccessful cases stated in the literature, BPR has been touted as a vital management tool in order to achieve dramatic improvements and organizational competitiveness by business circles if it is implemented properly and carefully. Within this context; in this study, BPR’s emergence as a management concept was looked over initially and several definitions of BPR in literature along with its principles and factors which make reengineering projects successful were also alluded. After that, multinational corporations Ford Motor, IBM Credit, Kodak and Mutual Benefit Life which have fruitfully put reengineering into practice, were analyzed; their experiences on reengineering were discussed. Finally, the conclusion places the findings of this study and outlines the benefits of BPR.
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