Implementing Business Process Reengineering as an Entrepreneurial Innovation Strategy to Support Agile Transformation in Universities

This study aims to examine the effect of Business Process Reengineering (BPR) on business process knowledge and departmental performance, and to investigate the moderating effect of process knowledge. The research was conducted in UC's non-academic departments using a quantitative method grounded on Partial Least Squares (PLS). Data collection was from 66 participants, comprising heads of departments and section heads who had been exposed to IPE (Integrity, Professionalism, and Entrepreneurship) training and embodied a unifying entrepreneurial orientation. The results show that BPR has a positive and significant effect on departmental performance and enhances process understanding. However, process comprehension has a weaker effect on performance and does not mediate the BPR-performance association. These findings suggest that the efficiency of BPR in improving performance is better uncovered by good information systems and governance structures that rely on KPIs. Moreover, use of BPR in UC improves operating efficiency and institutional flexibility, i.e., responding and adapting quickly to external developments. Moreover, BPR is a tangible expression of the institution's entrepreneurial spirit of innovation and work process reengineering for increased value and durable competitive advantage. This supports one of UC's fundamental entrepreneurial university traits.