Business Process Re-Engineering In The Small Firm: A Case Study

Abstract

Although there is no universal methodology for business process reûengineering (BPR), a number of common components exist within the growing body of literature on BPR. However, that literature is based on experiences in larger firms and little has been written for the small firm attempting to gain similar radical gains in performance which have been attributed to successful BPR. This paper examines BPR steps and principles from a small firm perspective and relates these to one firm that had engaged in an extensive re-engineering project. There were many similarities between their approach and also some differences to the steps and principles stated to be necessary for large organizations. While case study findings cannot be generalised easily, the many similarities suggest that much of what is advocated in the BPR literature is applicable to small firms. The study indicates the need for further research on BPR in small firms, including the development of a methodology specifically for small businesses.

Additional information

Notes on contributors

Andrea J. Hale

Andrea Hale is a staff consultant in the Process Practice of Anderson Consulting in Wellington, New Zealand, where she works on projects developing new systems for clients. She completed her Master of Commerce degree at the university of Canterbury, New Zealand. Her thesis investigated the strategic alignment of information systems in small firms.

Paul B. Cragg

Paul Cragg is a Senior Lecturer in Management Information Systems in the Faculty of Commerce at the University of Canterbury, New Zealand, where he teaches on the MBA programme, as well as within the B.Com. and M.Com. degrees. Previously he was on the staff at the University of Waikato, New Zealand, and before that at Leicester Polytechnic, England. Paul’s research centres on small firms, where he has conducted numerous studies, particularly on aspects of computerisation. Current studies focus on IT alignment and inter-organisational collaboration. He has published in many international journals including MISQ, EJIS, JSIS and Information & Management.