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In this article, we explore the organizational process change dynamic through a theoretical lens of business process reengineering (BPR) models. We review relevant literature related to such models to devise a synthesized model of BPR. The synthesized model facilitates the identification of success factors for BPR. Results from in-depth case-study research add explanatory power to our model. It is hoped that our model and subsequent success factors will offer insights to help organizations effectively manage change and transformation. [ABSTRACT FROM AUTHOR]

Change management is a critical issue in the current fast-paced business environment. Organizations are being bombarded with global business change, innovations in communications, and rapidly evolving information systems capabilities. Since there exists a paucity of rigorous and relevant literature on change management, we chose to embark on an in-depth case study to explore how one organization manages radical change. We developed a set of theoretical propositions to guide the effort and act as a theoretical lens. Our specific research question is: how does an organization successfully manage projects that call for dramatic change to the way one normally conducts business? The case study allowed us to test the propositions in the business arena with one organization. It is hoped that this approach will offer insights and mechanisms to help other organizations effectively deal with change. [ABSTRACT FROM AUTHOR]