The Role of Organizational and Information Technology Antecedents in Reengineering Initiation Behavior*
基于313家企业的调查数据，研究组织结构、IT知识资源和信息系统职能对业务流程再造启动的影响，发现客户服务器架构、信息系统战略整合和跨部门互动是关键因素。
Business Process Reengineering (BPR) has been a major catalyst of the pervasive organizational change we have witnessed over the past decade. Although one can speculate on the reasons for the popularity of this phenomenon, it is important that we carefully examine its underlying antecedents for initiation, implementation, and ultimately success, if we are to add value to practitioners of this concept. This study empirically examines the importance of facets of the organizational structure, IT knowledge resources and infrastructure, and the IS function in the initiation of BPR. Data from 313 corporations were gathered using a carefully validated survey, and initiators were compared with noninitiators. The results strongly suggest that client‐server architectures, the strategic integration of IS, and cross departmental interaction are among the more important factors facilitating initiation and can be important inputs in a BPR decision‐making process. The study attempts to build a contingent theory for BPR, and the more sustainable notion of fundamental process change.