Online from: 1988
Subject Area: Health Care Management/Healthcare
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|Title:||Important factors for success in hospital BPR project phases|
|Author(s):||Mariado Carmo Caccia-Bava, (Social Medicine Department, University of Sao Paulo Medical School, Ribeirao Preto, Brazil), Valerie C.K. Guimaraes, (Human Resources Department, Livingston Regional Hospital, Livingston, Tennessee, USA), Tor Guimaraes, (Jesse E. Owen Chair of Excellence, Tennessee Tech University, Cookeville, Tennessee, USA)|
|Citation:||Mariado Carmo Caccia-Bava, Valerie C.K. Guimaraes, Tor Guimaraes, (2013) "Important factors for success in hospital BPR project phases", International Journal of Health Care Quality Assurance, Vol. 26 Iss: 8, pp.729 - 745|
|Keywords:||BPR, Hospital, Project phases|
|Article type:||Research paper|
|DOI:||10.1108/IJHCQA-01-2012-0007 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||The authors are grateful to Dr Charles Womack, Regina Gragg and Steve Smith for their assistance.|
Purpose – Business process reengineering (BPR) is touted in the literature as the dramatic improvements necessary for competitiveness, but in practice there are many unsuccessful cases. A more systematic and rigorous factor-assessment deemed important to each BPR phase and overall project success is needed. This paper aims to assess the extent to which proposed success factors in a hospital contribute to each BPR phase's success.
Design/methodology/approach – Based on the relevant literature, desirable results from each project phase were defined. Overall project success was defined as the benefits hospital managers derive from BPR according to manager opinions. A total of 192 hospital administrators shared their last BPR experience, where changes were operational for at least one year.
Findings – Recommendations are made for hospital managers to focus attention and resources on factors important to BPR success. Hospital managers are not emphasizing the most important activities and tasks recommended in the BPR literature, such as changes to customer/market related business processes, every business activity's value-added element and applying the right innovative technology. Based on the whole findings, top managers should not engage BPR before ensuring that important success factors are present.
Originality/value – While many researchers identified and/or tested factors important to BPR success, this is the first study to explore BPR success factors' importance to each project phase, from inception to overall project success assessment phase.
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