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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]

Organizations are responding to global competition by changing the way they work. Many have adopted transformation approaches such as business process reengineering (BPR) in an attempt to transform inefficient work processes. However, many BPR projects have delivered less than stellar results. The purpose of this research is to explore reasons why transformation might succeed or fail by looking at one organization's experiences with an enterprise-wide transformation effort. The organization is the Honeywell Industrial Automation and Control (IAC) unit located in Phoenix, AZ. The case research study provides an in-depth look at how IAC is dealing with enterprise transformation. Based on the transformation literature and the case, a framework is developed to guide future research. [ABSTRACT FROM AUTHOR]