Correlating business process re-engineering with the information systems department

Abstract

Despite the widespread use of re-engineering to enhance organizational competitiveness, the role of an information systems department in business process re-engineering is not clearly understood. The role of an information systems department in the success of business process re-engineering projects was empirically investigated. Structured interviews with 27 executives were initially conducted to identify critical information systems department roles in business process re-engineering. These roles were then empirically validated using survey research method to determine their extent of impact on business process re-engineering success. The results of hierarchical regression analysis show that support of top information system management, the existence of technology champion, the management of resistance to change, the quality of information system planning, the integration of an information system–business strategy, the sophistication of user's computer skill and the extent of integration of the information architecture are the most critical information systems department roles in business process re-engineering success. Other roles of an information systems department that facilitate business process re-engineering success include the management of transition, the provision of information technology training, the competency of information system staff and the extent of computer use by users. The implications of these findings for information system researchers and practitioners are discussed.