Issue No. 06 - November/December (2005 vol. 7)
DOI Bookmark: http://doi.ieeecomputersociety.org/10.1109/MITP.2005.141
Yujong Hwang , DePaul University
Robert A. Leitch , University of South Carolina
Researchers have long addressed how to control, measure, and evaluate business process reengineering (BPR), but many so-called solutions continue to focus almost exclusively on the technical aspects of change. Integrating BPR and a balanced scorecard (BSC) to control, measure, and evaluate BPR can link performance evaluation to strategic objectives. As such, BSC is becoming the foundation for a strategy that will accomplish an organization's objectives.
balanced scorecard (BSC), information system (IS), business process reengineering (BPR), organizational culture, enterprise resource planning (ERP), quantitative control, qualitative control, economic value added (EVA), managing complexity, customer relationship management (CRM), performance drivers, critical value-creating activities, organizational control, programmable tasks, future readiness, clan control
Y. Hwang and R. A. Leitch, "Balanced Scorecard: Evening the Odds of Successful BPR," in IT Professional, vol. 7, no. , pp. 24-30, 2005.