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This paper argues that a performance measurement system (PMS) is a prerequisite to the introduction of business process re‐engineering (BPR) based on the role it plays in the phases of introducing change. This hypothesis was tested by examining the relationship between the congruence of PMS and the concepts of empowerment, integration and strategic alignment. Data were collected from 301 respondents in 19 manufacturing and 30 financial companies in Bahrain. Analysis indicated that PMS and strategic alignment are strongly related, empowerment is moderately related and integration showed a weak relationship.
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Kuwaiti et al. (2000) studied this question.
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