{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,2,14]],"date-time":"2026-02-14T04:13:53Z","timestamp":1771042433760,"version":"3.50.1"},"reference-count":15,"publisher":"Emerald","issue":"3","license":[{"start":{"date-parts":[[2001,8,1]],"date-time":"2001-08-01T00:00:00Z","timestamp":996624000000},"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":[[2001,8,1]]},"abstract":"<jats:p>This article analyses enterprise resource planning (ERP) as a tool for realising business process reengineering (BPR) in manufacturing. It combines theories from organisational sociology and management with technology\u2010analysis. Change is viewed as involving choice and coalition building. The case studies cover 30 implementations of ERP with different types of change. Two cases of the variant labelled \u201cBPR followed by ERP\u201d are focused on. The change proceeds as a co\u2010operation between enterprises, consultants and IT\u2010suppliers. In the first case, a superficial management change programme of BPR and ERP emerges into a more elaborate change program, which was then relatively successfully realised. The other case is a multi\u2010front exercise for the management coalition. The BPR strategy was poorly supported, and restated the long term split between manufacturing and sales. The two cases exhibit different experiences, but they underpin that process integration cannot be taken for granted when implementing BPR and ERP.<\/jats:p>","DOI":"10.1108\/14637150110392755","type":"journal-article","created":{"date-parts":[[2007,4,13]],"date-time":"2007-04-13T10:03:24Z","timestamp":1176458604000},"page":"258-265","source":"Crossref","is-referenced-by-count":45,"title":["BPR and ERP: realising a vision of process with IT"],"prefix":"10.1108","volume":"7","author":[{"given":"Christian","family":"Koch","sequence":"first","affiliation":[]}],"member":"140","reference":[{"key":"key2022021020283121800_b1","unstructured":"Buchanan, D. and Boddy, D. (1992), The Expertise of the Change Agent, Prentice\u2010Hall, New York, NY."},{"key":"key2022021020283121800_b2","unstructured":"Davenport, T. (1998), \u201cPutting the enterprise into the enterprise system\u201d, Harvard Business Review, July\u2010August."},{"key":"key2022021020283121800_b3","unstructured":"Dawson, P.(1994), Organisational Change: A Processual Approach, Paul Chapman Publishing, London."},{"key":"key2022021020283121800_b4","doi-asserted-by":"crossref","unstructured":"Earl, M. et al. (1994), \u201cHow new is business process redesign\u201d, European Management Journal, Vol. 12 No. 1.","DOI":"10.1016\/0263-2373(94)90043-4"},{"key":"key2022021020283121800_b5","unstructured":"ERP\u2010supersite (2000), http:\/\/www.erpsupersite.com"},{"key":"key2022021020283121800_b6","unstructured":"Huczynskij, A. (1993), Management Gurus \u2013 What Makes Them and How to Become One, Routledge, London."},{"key":"key2022021020283121800_b7","unstructured":"Knights, D. and Murray, F. (1994), Managers Divided, Wiley, New York, NY."},{"key":"key2022021020283121800_b8","unstructured":"Koch, C. (2000), \u201cThe uptake of variants of BPR and redesign in the region of Denmark, mimeo, The Precept\u2010project, Technical University of Denmark, Lyngby."},{"key":"key2022021020283121800_b9","unstructured":"Koch, C. (2001), ERP\u2010systemer\u2010 Menneskelige Ressourcer og Forandringsledelse, Teknisk Forlag, K\u00f8benhavn."},{"key":"key2022021020283121800_b10","unstructured":"Koch, C., Manske, F. and Vogelius, P. (1997), \u201cThe battle for the soul of management Denmark \u2013 the shaping of the Danish versions of business process reengineering\u201d, Proceedings \u201cManagement at a Crossroads\u201d, Groningen University, Groningen."},{"key":"key2022021020283121800_b11","unstructured":"Latour, B. (1987), Science in Action, Open University Press, Milton Keynes."},{"key":"key2022021020283121800_b12","unstructured":"Law, J. and Hassard, J. (1999), Actor Network Theory and After, Blackwell, Oxford."},{"key":"key2022021020283121800_b13","doi-asserted-by":"crossref","unstructured":"Orlikowsky, W. (1992), \u201cThe duality of technology: rethinking the concept of technology in organisations\u201d, Organisation Science, Vol. 3 No. 3, Institute of Management Science.","DOI":"10.1287\/orsc.3.3.398"},{"key":"key2022021020283121800_b14","unstructured":"Pettigrew, A. (1985), The Awakening Giant, Basil Blackwell, Oxford."},{"key":"key2022021020283121800_b15","unstructured":"Venkatraman, N. (1994), \u201cIT\u2010enabled business transformation: from automation to business scope redefinition\u201d, Sloan Management Review, Winter."}],"container-title":["Business Process Management Journal"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/14637150110392755","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/14637150110392755\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/14637150110392755\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,25]],"date-time":"2025-07-25T00:35:26Z","timestamp":1753403726000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/bpmj\/article\/7\/3\/258-265\/257417"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[2001,8,1]]},"references-count":15,"journal-issue":{"issue":"3","published-print":{"date-parts":[[2001,8,1]]}},"alternative-id":["10.1108\/14637150110392755"],"URL":"https:\/\/doi.org\/10.1108\/14637150110392755","relation":{},"ISSN":["1463-7154"],"issn-type":[{"value":"1463-7154","type":"print"}],"subject":[],"published":{"date-parts":[[2001,8,1]]}}}