Business Process Re-engineering in Practice?An Example of A Medium-Sized Slovenian Company in Difficulties

Among the contemporary and globally adopted management methods, Business Process Re-engineering (BPR) is the most influential one. Although it was developed in American social and economic environment, it has been widely practiced also in Europe. Experience has demonstrated though that uncritical ap...

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Bibliographic Details
Published in:Systemic practice and action research 2005-02, Vol.18 (1), p.89-117
Main Authors: Ursic, Dusko, Anteric, Sandra, Mulej, Matjaz
Format: Article
Language:English
Subjects:
Business process reengineering
Economic impact
Management styles
Social impact
Studies
Textile industry
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Summary:Among the contemporary and globally adopted management methods, Business Process Re-engineering (BPR) is the most influential one. Although it was developed in American social and economic environment, it has been widely practiced also in Europe. Experience has demonstrated though that uncritical application of the original American BPR substance to European entrepreneurial practice is as a rule inefficient, often even incompatible with the basic social values. The globally adopted BPR method of company re-engineering is aimed at an increase in competitiveness and must be specified expertly and in view of its substance or adapted to numerous social and economic factors, i.e., requisitely holistically. This article deals with the application of the BPR method in the case of a medium-sized Slovenian company in difficulties. It illustrates the criteria for the selection of a management method of an innovative business change management that is the most efficacious in the Slovenian economy. The BPR project realization is defined from the viewpoint of the given implementation projects and criteria, enabling continual evaluation of the attained results of company reorganization. It presents a good case of informal systemic, i.e., requisitely holistic thinking and action. [PUBLICATION ABSTRACT]
ISSN:1094-429X
1573-9295
DOI:10.1007/s11213-005-2461-9