The implementation of business process reengineering in American and Canadian hospitals

This study of more than 215 U.S. and Canadian hospital executives indicates that improved service quality to patients and enhanced financial performan ce are the driving forces for hospitals that undertake business process ree ngineering (BPR) activities. Despite reporting moderate success in achievin g organizational objectives through BPR, these executives identified lack o f staff cooperation, buy-in, and skill as important factors that derail BPR implementation efforts.