dc.contributor.author | Gitagama, Stephen W | |
dc.date.accessioned | 2013-05-15T13:33:32Z | |
dc.date.available | 2013-05-15T13:33:32Z | |
dc.date.issued | 2008 | |
dc.identifier.citation | A Management Research Project Report Submitted in Partial Fulfillment for the Requirements of the Degree of Masters of Business Administration (MBA), School Of Business, University Of Nairobi | en |
dc.identifier.uri | http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/23297 | |
dc.description.abstract | Reengineering has been defined as the fundamental rethinking and radical redesign of
business processes to bring about dramatic improvements in performance. Business
Process Reengineering (BPR) is an approach that aims to achieve a radical rethinking and
redesign of organizational process in order to significantly improve key performance
measures, such as quality and cost of delivery.
The concept has been implemented by various organizations in Kenya, while many others
continue to burn the mid night oil with the puzzle of whether to implement it or not.
East African Breweries Ltd (EABL) is one of the companies in Kenya to have gone full
board with implementation of business process reengineering (BPR), consistently over
the years. The moves have been in response to the changing local as well as global
environment. The outcome has been years of admirable success and sustained growth as
measured by its profitability.
This study focuses on the relationship between Business Process Reengineering and
organizational performance using the case of EABL. The source of data for this study
was Finance Directors and senior managers in the three subsidiaries of EABL in Kenya.
These are the people charged with the planning, development and implementation of
various BPR processes in EABL.
The main findings of this study are that Business Process Reengineering (BPP) results in
a symmetrical relationship with organizational performance. The growth of EABL profits
can largely be associated with sustained Business Process Reengineering despite various
challenges associated with new changes in an organization.
The study is not an end in its own, but should be evaluated in view of the limitations of a
case study. It should not only be useful to all the major manufacturing companies in
Kenya, but also EABL in making decisions on whether to implement BPR or not to
embrace it as a way of growth. Those intending to conduct research in BPR will also find
the findings of this study useful. | en |
dc.language.iso | en | en |
dc.title | The relationship between Business Process Reengineering (BPR) and organisational performance: a case of East African Breweries Ltd | en |
dc.type | Thesis | en |
local.publisher | Business Administration | en |