This paper presents the results of a study undertaken in Australia which investigated the extent of Australian thinking and experience with business process reengineering (BPR). The data for the study were gathered through a postal questionnaire survey which was mailed to 535 of Australia’s top businesses. The findings of the survey are compared with earlier studies on BPR conducted in the USA and the UK/Europe. The hypothesis that “expectant business process change is not significantly related to business improvements along dimensions of benefits and corporate impact” is tested. Finally the paper provides recommendations for managers which are seen as important for successful implementation of BPR projects.
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O’Neill et al. (1998) studied this question.
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