ISSN: 2222-6990
Open access
This study aimed to investigate the impact of business process re-engineering on business intellegience at Jordanian commercial banks. business process re-engineering was measured through three dimensions: organizational structure redesign, change capability, and support and commitment top management. business intellegience was measured through three dimensions: competitive intelligence, future foresight, and business performance management. The study used the quantitative method, after obtaining the answers of 220 managers through an electronic questionnaire that was developed to collect the required data. A group of statistical methods were used, such as the mean, standard deviation, and simple and multiple regression coefficients.
The study revealed that there are high application levels for the dimensions of business process re-engineering and dimensions of business intellegience at Jordanian commercial banks, and that there is a significant impact of business process re-engineering on business intellegience, and that business process re-engineering affects each dimension of business intellegience. It was found that there was a strong and statistically positive significant relationship between several variables of business process reengineering and business intelligencs.
The study recommended enhancement of business process reengineering drivers including of top management commitment, organizational structure redesign, and change capability and since the practices leads to improved performance of business intelligence in the banks.
Daft. R. (2007). Understanding the theory and design of organizations (10th ed.). Thomson.
Dessler, Gary (2020). Human resource-management (16th ed). Pearson.
Eidizadeh, R., Salehzadeh, R., & Esfahani, A. C., (2017). Analyzing the role of business intelligence, knowledge sharing and organizational innovation on gaining competitive advantage. Journal of Workplace Learning, 29) 4(, 250-267.
Kakhki, M., & Palvia, P. (2016). Effect of business intelligence and analytics on business performance. Twenty- Second Americas Conference on Information Systems, San Diego.
Khashman, A. M. (2019). The effect of business process re-engineering on organizational performance: The mediating role of information and communications technology. International Journal of Business and Management, 14(9), 132-149.
https://doi.org/10.5539/ijbm.v14n9p132.
King, I. (1996). The road to continuous improvement: BPR and project management. IIE solutions, 28(10), 22-28.
Lee, H. M., Chen, T., Hsu, Y. H., & Wu, Y. C. (2018). Effect of complementary product fit and brand awareness on brand attitude after M &AS: word of mouth as a moderator. Global Journal of Business Research,12(1), 51-67.
Najm, A. N. (2019). Leadership in the twenty-first century. Al-Waraq Publishing and Distribution Foundation.
Nasri, W. (2012). Conceptual model of strategic benefits of competitive intelligence process. International Journal of Business and Commerce, 1(6), 25-35.
Ngaithe, L. N., K’Aol, G. O., Lewa, P., & Ndwiga, M, (2016). Effect of idealized influence and inspirational motivation on staff performance in state owned enterprises in Kenya. International Journal of Information Management, 8(30), 6-13.
http://erepo.usiu.ac.ke/11732/3073
Ongeri, R. N., Magutu, P. O., & Litondo, K. (2020). The business process re-engineering strategy: it’s impact on the performance of companies manufacturing food in kenya. European Journal of Business and Management Research, 5(5), 1-8.
https://doi.org/10.24018/ejbmr.2020.5.5.576.
Raymond, L., Bergeron, F., & Rivard, S. (1998). Determinants of business process reengineering success in small and large enterprises: An empirical study in the Canadian context. Journal of Small Business Management, 36(1), 72.
Robbins. S, (2013). Essentials of organizations behavior (7th ed.). Pearson Education.
Vishvakarma, N.K., Sharma, R.R.K. & Kumar, A. Anup (2021). Empirical analysis of impact of organizational strategies on critical success factors of business process reengineering. Global Journal of Flexible Systems Management, 22(1) 55–73.
https://doi.org/10.1007/s40171-021-00259-9.
Westphal, L. M., Sturtevant, B. R., Reese, G. C., Quigley, K. M., Crabtree, J., Bengston, D. N., & Plisinski, J. S. (2023). Preparing for an uncertain future: Merging the strategic foresight toolkit with landscape modeling in northeast Minnesota’s forests. Landscape and Urban Planning, 237, 104798.
https://doi.org/10.1016/j.landurbplan.2023.104798
(Al-Hattab & Khashman, 2023)
Al-Hattab, T. H. W., & Khashman, A. M. (2023). Business Process Re-Engineering and its Impact on Business Intelligence at Jordanian Commercial Banks. International Journal of Academic Research in Business and Social Sciences, 13(12), 2505–2518.
Copyright: © 2023 The Author(s)
Published by HRMARS (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode