Succeeding at Business Process Reengineering:The Role of Transformational Leadership and Organizational Learning Mix

• Main Author: Perpustakaan UGM, i-lib
• Format: Article NonPeerReviewed
• Published: [Yogyakarta] : UPT Perpustakaan UGM 2000
• Subjects: Jurnal i-lib UGM
• Online Access: https://repository.ugm.ac.id/18778/; http://i-lib.ugm.ac.id/jurnal/download.php?dataId=1583
• Institution: Universitas Gadjah Mada

For some time now, a growing number of senior corporations have attempted to boost productivity, quality, customer service, and efficiency by fundamentally redefining what employees do and how they do it. The approach, known as Business Process Reengineering (BPR), produces breakthrough gains in process performance when implemented correctly (Manganelli, 1995). However, reengineering programmes often fail. Despite its popularity, 4 out of 5 reengineering programs have been unsuccessful. There are several reasons why theyfail, but one of the main reasons is many programs lack senior executive sponsorship. This paper proposes a model that links the success ofBPR implementation in an organization to transformational leadership and organizational learning. The model, TLLO, combines two known concepts, Transformational Leadership