{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T18:07:14Z","timestamp":1754158034854,"version":"3.41.2"},"reference-count":11,"publisher":"Emerald","issue":"2","license":[{"start":{"date-parts":[[2001,5,1]],"date-time":"2001-05-01T00:00:00Z","timestamp":988675200000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2001,5,1]]},"abstract":"<jats:p>We embarked on a case study to explore one organization\u2019s experiences with radical change for the purpose of uncovering how they achieved success. The organization we examined was Honeywell Inc. in Phoenix, Arizona, USA. From the interview data, we were able to devise a set of ten lessons to help others transform successfully. Two important lessons stand out above the rest. First, execution of a carefully developed change plan separates the high performers from less successful BPR projects. Second, recognition that dealing with change is difficult and complicated is not enough. Top management should make change management a top priority and communicate the change vision across the organization.<\/jats:p>","DOI":"10.1108\/14637150110389416","type":"journal-article","created":{"date-parts":[[2004,9,8]],"date-time":"2004-09-08T10:52:24Z","timestamp":1094640744000},"page":"85-99","source":"Crossref","is-referenced-by-count":29,"title":["A BPR case study at Honeywell"],"prefix":"10.1108","volume":"7","author":[{"given":"David J.","family":"Paper","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"James A.","family":"Rodger","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Parag C.","family":"Pendharkar","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2022031320365209500_b1","doi-asserted-by":"crossref","unstructured":"Caron, J.R., Jarvenpaa, S.L. and Stoddard, D.B. 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(1997), \u201cIT\u2010enabled redesign of complex and dynamic business processes: the case of bank credit evaluation\u201d, Omega, International Journal of Management Sciences, Vol. 25 No. 1, pp. 93\u2010106.","DOI":"10.1016\/S0305-0483(96)00042-4"},{"key":"key2022031320365209500_b6","unstructured":"Hammer, M. (1990), \u201cReengineering work: don\u2019t automate, obliterate\u201d, Harvard Business Review, July\u2010August, pp. 18\u201025."},{"key":"key2022031320365209500_b7","unstructured":"Hammer, M. and Champy, J. (1993), Reengineering the Corporation, Harper Collins Books, New York, NY."},{"key":"key2022031320365209500_b8","unstructured":"Kotter, J.P. (1995), \u201cLeading change: why transformation efforts fail\u201d, Harvard Business Review, March\u2010April, pp. 59\u201067."},{"key":"key2022031320365209500_b9","unstructured":"Paper, D. and Dickinson, S. (1997), \u201cCases on information technology management in modern organizations\u201d, in Khosrowpour, M. and Liebowitz, J. 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