An Exploratory Research on Market-Oriented Business Process Reengineering：A Case Study of Taiwanese ODM Firm

• Main Authors: Wei Yuan Ding, 丁威元
• Other Authors: Jau-Rong Chen
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/c3bjut

碩士 === 明志科技大學 === 工業管理研究所 === 95 === Abstract Business process reengineering (BPR) is a concept of changing business operation thoroughly. Previous studies mainly focus on the process or technological perspectives of BPR in studying the adopting BRP for competitive advantages, and have neglected the market dimension BPR. In particular, in the global competition and volatile business environment, the outcomes of organizational reform are always invalid. To address this gap, the aim of this study is to extend our understanding of market-oriented BRP. Through a case study of a Taiwanese ODM company, this study gathered qualitative data on the process toward market-oriented BPR for one year. Based on evidence from the case, this stud identified key managerial activities that may facilitate market-oriented BPR as follows: 1. A cross functional team will facilitate the collection of customer requirements from both inside and outside of the organization. 2. Cross function integration, a flat hierarchy, active communication between employees and managers, and empowerment will enhance the cross functional intelligence dissemination. 3. A product strategy to meet with customer requirements agilely will lead to a higher extent of customer satisfaction. In addition, the findings of this study also shows that market-oriented BPR can increase the organizational coordination, the speed of process reengineering, the quality of products, and reduce the operation cost as well. The findings contribute to the literature on BPR and the market perspective of organizational change management. The implications and future research directions are also discussed.