Assessing The Role Of Key Factors In The Success Of Business Process Reengineering: A Study In The Palestinian Context رسالة ماجستير

Abstract

Research Aim: The research aims to study process re-engineering in the Palestinian private sector. To find out the reasons why companies execute BPR strategy and how to plan for it. In addition to studying five main variables that affect the results of process reengineering. (Business Process Re-engineering implementation level, Top Management Support, Communication level, Business Rethinking, Process Formatting) exploring the relationship and significance of the variables with the results of business process re-engineering. Study Population: The study population was Palestinian private sector big corporates, and a sample of 250 companies was taken from them to conduct the research. (250) questionnaires were distributed to top management staff, and (197) questionnaires were retrieved, with a retrieval rate of (78.8%). Methodology: analytical descriptive approach collected primary data through a self administered questionnaire and conducted analysis using SPSS. Results: The research concluded several results: 1- The score related to the dependent variable (Result of business process reengineering) was very high (89.4 %) 2- There is a positive correlation between the independent variables and the dependent variable (result of business process re-engineering) as follows: (top management support 89.7%, communication level 83.8%, business process re-engineering implementation 8 3 . 5 % , p r o c e s s f o r m a t i o n 6 2 % , B u s i n e s s r e t h i n k i n g 6 7 . 2 % ) . 3- The extent of applying process re-engineering is very high in Palestinian companies 83.5%, but it appears through research that process reengineering is not based on V operations radical change, which appears from the moderate average of the two variables (Process Formatting 62% and Business Rethinking 67.2 %) 4- The most important reasons for Palestinian companies to carry out process re-engineering are to reduce costs, improve quality, improve customer satisfaction, and increase operational flexibility. Recommendations: The research has arrived at several recommendations, with the most significant ones being: 1- Increase efforts in the planning stages before implementing business re-engineering. Palestinian private companies spend more efforts in implementing business re engineering than in planning it, and this is evident in the very high level BPR implementation level while the dimension of business rethinking and process formatting had a moderate level of importance. 2- Increase research and development activities with the aim of making radical improvements in services and increasing the level of innovation in the services provided by companies. by following up on global and local changes, especially related to artificial intelligence and technological developments. 3- Encourage greater employee participation during the initial planning phases of change by fostering a secure environment where employees can openly contribute their ideas, plans, and insights regarding work-related opportunities and challenges. This recommendation is especially pertinent since the majority of Palestinian companies typically adopt a top down approach when planning for change. 4- In addition to the great focus on reducing expenses. The need to pay attention to other reasons for conducting process re-engineering, such as building a competitive advantage VI and improving customer satisfaction, which are strategic options to ensure the survival of companies' and their continuity in competition.