This paper presents a holistic review of the literature related to business process re‐engineering (BPR). It reviews some definitions of BPR and clarifies confusion around its concepts, traces the evolution of BPR and identifies its main drivers, and discusses issues of integrating BPR with...

Discusses the concept of business process management as an approach which relies on cross‐functional contributions to organizational performance. Presents arguments on the importance of “hard” and “soft” elements which are all required for determining effective competitiveness. A...

In the third of three articles introduces a model of total quality‐based performance measurement. The model includes five sections: strategy development and goal deployment; process management and measurement; performance appraisal and management; break‐point performance assessment and...

Sustainable competitiveness can only come through building robustness into processes and their effective management and control. Through a culture of continuous improvement and using the Deming Cycle of plan‐do‐check‐act, complacency can be prevented and value optimized for the end...

Business process re‐engineering (BPR) is the latest addition to the armoury of management techniques available. BPR purports to produce quantum improvements in performance by radically redesigning organizational processes. There is, however, some confusion as to what exactly constitutes BPR...

The case study analysis presented in the first article allowed the generation of a preliminary model of total quality‐based performance measurement systems. This second of three articles uses the data obtained from 15 case studies to develop and refine the model by the use of cross‐case...

A key to economic success is that a company should be clear about its purpose. Existing methods of reporting company performance have proved inadequate. The missing link could be incorporating mission statements to share the mission/purpose of the organization with the end‐users. Describes the...

Business process re‐engineering (BPR) was first introduced in 1990 by Hammer and Davenport and Short. In these articles, the authors outlined a ew approach to the management of processes which, it was claimed, was producing radical improvements in performance. These articles were quickly...

Discusses the evolution of auditing in the context of Total Quality Management and describes how an organization can develop a culture of continuous improvement, innovation and advancement based on developing the culture of auditing. The concept of auditing tends to be misunderstood and its...

Discusses the current confusion over the meaning of total quality management (TQM). Failure associated with TQM implementation is often due to the failure of managers to introduce it effectively. TQM is being demanded by customers, even in public sector and non‐profit‐making organizations;...