From business reengineering to business process change management: A longitudinal study of trends and practices

Business process reengineering has been prominently discussed and implement ed in a large number of firms around the world. While the notion of radical change is intuitively appealing to "fix" organizational woes, it has not a lways met with the degree of success originally claimed by its many propone nts. This article studies the evolution of the reengineering concept and it s evolution toward the broader notion of process change management. Reporte d here are the results of two studies that explore reengineering from a pro ject implementation perspective and an organizational perspective at two di fferent points in time, The results show remarkable consistency in the impo rtance of nontechnology management issues concerning strategy, change, and people, Further, the notion of continuous change seems to be becoming more important, The study provides a foundation for identifying key variables th at can be studied in order to effectively manage this multifaceted phenomen on.