Modeling the Relationship between Business Process Reengineering and Organizational Culture

Business process reengineering (BPR) has been widely known for its effectiveness in generating chances for organizational improvement. Understanding and modeling the relationship between the factors that contribute to the BPR and organizational culture (OC) is critical for the success of its implementation. This paper introduces a fuzzy-based analytical hierarchy process, named FAHP, for integrating the factors affecting BPR with OC to ensure the BPR's success. First, a real case study was conducted to investigate the operational effectiveness and applicability of the proposed approach. Then, the BPR factors were validated and prioritized by a panel of experts from the American Society for Quality (ASQ) members network-Qatar chapter and a group of quality directors in Qatar. On the other side, the OC factors were investigated via a systematic literature review. Finally, an analytical correlation study was conducted to understand the relationship between the corresponding factors better. The correlation analysis study has shown that the organizational strategy, leadership, and transfer of knowledge are highly correlated with respect to people, innovation, and supportiveness. The team orientation, outcome orientation, and attention to detail factors have a medium correlation with the BPR factors. Moreover, the aggressiveness showed a weak correlation with all the BPR factors. The outcomes of this study provide decision-makers with guidelines for successful integration of the BPR and OC factors to ensure effective implementation of the BPR initiatives.

Automated summary

This paper introduces a fuzzy-based analytical hierarchy process (FAHP) to integrate factors affecting BPR and OC, aiming to ensure the success of BPR implementation. Through real case studies, expert validations, literature reviews, and correlation studies, the relationship between BPR factors and OC factors is explored.