Annotated Bibliography for Bpr

Annotated Bibliography on

Business Process Reengineering (BPR)

Earl, M., J, Sampler, J.,L., & Short, J., E. (1995). Strategies for business process reengineering: Evidence from field studies. Journal of Management Information Systems, 12(1), 31.  Retrieved April 12, 2012, from http://proquest.umi.com.ezproxy.liberty.edu:2048/pqdlink?vinst=PROD&fmt=3&startpage=-1&vname=PQD&RQT=309&did=7729747&scaling=FULL&vtype=PQD&rqt=309&TS=1334514113&clientId=20655

This article is authored by Earl, Sampler and Short. Michael J. Earl is an Andersen consulting professor of information management and director of the centre for research in information management at London Business School, while Jeffrey L. Sampler and James E. Short are both assistant professors of information management at London Business School. In their research, the authors analyze four concepts which are; process, strategy, information systems, and change management and control and provide proofs that these factors forms the link between business process reengineering and strategic planning. The article will be useful for my literature review because it offers some managerial implications of business process reengineering.

Greasley, A. (2003). “Using business-process simulation within a business-process reengineering approach.” Business Process Management Journal, Vol. 9(4), pp.408 – 420. Retrieved April 15, 2012, from http://www.emeraldinsight.com.ezproxy.liberty.edu:2048/journals.htm?issn=1463-7154&volume=9&issue=4&articleid=843538&show=html

Andrew Greasley, a professor at Aston Business School, Aston University in Birmingham, United Kingdom, in this study explained how business process simulation is incorporated into business process reengineering using the process-based change methodology approach in redesigning an organization. He emphasized that, for a business or organization to successfully be redesigned, the aims of a business-process...