V. Grover, From business reengineering to business process change management: A longitudinal study of trends and practices, IEEE MANAGE, 46(1), 1999, pp. 36-46
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.