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structure of an organization is one such example; the
IT section and business planning section are
independent sections in some firms, but they belong
to the same superordinate organization in other
firms; the IT section is part of the business planning
section in some firms, and all IT service
functionality is supported by IT subsidiary
companies in other firms. BPR policy is another
aspect that also shows variety; drastic business
process re-engineering and the as-is process are
based on business improvement. System
implementation policy also shows variety, such as
“system specification should comply with user
business process requirements”, or “define business
process considering IT capability”. In order to
clarify customer satisfaction structure considering
these relevant issues, we created and conducted
another customer survey and analyzed it from
various aspects. The details are described in later
chapters.
2 RELATED WORKS
Related works about the BPR effect induced by IT
implementation or IT operation could be classified
into analysis of success factors of IT
implementation, analysis of success factors of IT
management, and return on investment of IT. Based
on the BPR theory presented by Hammer and
Champy, researchers had conducted studies from
various perspectives (Hammer 1993). Grover
focused on the implementation problem (Grover
1995), Earl analyzed the relationship between BPR
and strategic planning (Earl 1995), and Attaran
explored the relationship between IT and BPR from
capabilities and barriers to effective implementation
(Attaran 2004). Taguchi analyzed the success factors
of IT management, especially for ERP systems
(Taguchi 2007). Kadono focused on the mechanism
of how IT creates business value, particularly from
the viewpoint of IT management (Kadono 2006).
Chikara attempted to adapt the customer satisfaction
method to the information system as part of the
information system audit measurement (Chikara
1997). However, these works do not thoroughly
focus on the relationship of organizations or the
difference of the satisfaction structure of
organizational sections. Moreover, there are
additional issues that have come to light recently,
e.g., balance of efficiency and internal control
(including information security management),
organization reform or enterprise integration
including the causes of recent economic
circumstances. In order to address these issues, we
endeavour to conduct research to clarify the
mechanism for achieving BPR effectiveness.
3 RESEARCH FRAMEWORK
Our research aims to clarify the mechanism for
achieving BPR effectiveness, and we formed
hypotheses based on our framework as follows:
• Hypothesis 1: BPR effectiveness differs by SI
element factor (e.g., system design /
development skill, system consulting skill,
system maintenance skill, integrator’s knowledge
about business and customers’ industry, support
level for system)
• Hypothesis 2: “Total satisfaction” differs by each
organizational section in a firm.
• Hypothesis 3: Structure of “total satisfaction”
(correlation between “total satisfaction” and
“satisfaction of each factor such as satisfaction of
technical matter factors, project management
factor, and business impact of using IT”) differs
by each organizational section in a firm.
• Hypothesis 4: Structure of “total satisfaction”
differs by BPR policy (drastic BPR, or as-is
business process based improvement)
• Hypothesis 5: Structure of “total satisfaction”
differs by system implementation policy (system
specification should comply with user business
process requirements, or define business process
considering IT capability)
• Hypothesis 6: Structure of “total satisfaction”
differs by organization structure of the
information system section and business
planning section.
• Hypothesis 7: Structure of “total satisfaction”
differs by the IT subsidiary firm’s organization
structure and function.
• Hypothesis 8:“Total satisfaction” score secular
change (delta) differs by BPR policy type.
• Hypothesis 9: “Total satisfaction” score change
(delta) differs by IT implementation policy.
• Hypothesis 10: BPR effect factor differs by
organizational factor (e.g. organization structure,
communication infrastructure, section-related
satisfaction structure).
ANALYSIS OF EFFECTIVE APPROACH FOR BUSINESS PROCESS RE-ENGINEERING - From the Perspective of
Organizational Factors
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