{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,4,9]],"date-time":"2026-04-09T16:25:30Z","timestamp":1775751930058,"version":"3.50.1"},"reference-count":9,"publisher":"Emerald","issue":"4","license":[{"start":{"date-parts":[[2002,10,1]],"date-time":"2002-10-01T00:00:00Z","timestamp":1033430400000},"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":[[2002,10,1]]},"abstract":"<jats:p>Previous researchers have investigated the principles of business process reengineering (BPR) and how firms approach this process. However, previous research makes no distinction among BPR projects in different organizational contexts. The present research investigates the BPR methods best suited for financial institutions. Based on a case study conducted in Chase Manhattan Bank, this research attempts to provide guidelines for BPR projects in financial institutions that will help them achieve dramatic performance gains. Chase BPR projects include four phases encompassing a wide scope of activities: energize, focus, invent, and launch. As seen in Chase BPR projects such as e\u2010fund disbursement cards and service charge reengineering, these efforts resulted in new products and services in addition to producing dramatic increases in revenue and operating savings.<\/jats:p>","DOI":"10.1108\/14637150210435008","type":"journal-article","created":{"date-parts":[[2002,10,3]],"date-time":"2002-10-03T18:21:25Z","timestamp":1033669285000},"page":"351-363","source":"Crossref","is-referenced-by-count":40,"title":["Business process reengineering and performance improvement"],"prefix":"10.1108","volume":"8","author":[{"given":"Namchul","family":"Shin","sequence":"first","affiliation":[]},{"given":"Donald F.","family":"Jemella","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022031320133621200_b1","unstructured":"Davenport, T.H. (1995), \u201cBusiness process reengineering: where it\u2019s been, where it\u2019s going\u201d, in Grover, V. and Kettinger, W.J. (Eds), Business Process Change: Concepts, Methods and Techniques, Idea Group Publishing, Harrisburg, PA, pp. 1\u201013."},{"key":"key2022031320133621200_b2","unstructured":"Davidson, W.H. (1993), \u201cBeyond re\u2010engineering: the three phases of business transformation\u201d, IBM Systems Journal, pp. 65\u201079."},{"key":"key2022031320133621200_b3","doi-asserted-by":"crossref","unstructured":"Earl, M.J. (1994), \u201cThe new and old of business process redesign\u201d, Journal of Strategic Information Systems, pp. 5\u201022.","DOI":"10.1016\/0963-8687(94)90003-5"},{"key":"key2022031320133621200_b4","doi-asserted-by":"crossref","unstructured":"Harkness, W.L., Kettinger, W.J. and Segars, A.H. (1996), \u201cSustaining process improvement and innovation in the information systems function: lessons of the Bose Corporation\u201d, MIS Quarterly, September, pp. 349\u201068.","DOI":"10.2307\/249661"},{"key":"key2022031320133621200_b5","unstructured":"Hammer, M. (1990), \u201cReengineering work: don\u2019t automate, obliterate\u201d, Harvard Business Review, July\u2010August, pp. 104\u201012."},{"key":"key2022031320133621200_b6","doi-asserted-by":"crossref","unstructured":"Hammer, M. and Champy, C. (1993), Reengineering the Corporation: A Manifesto for Business Revolution, Harper Business, New York, NY.","DOI":"10.1016\/S0007-6813(05)80064-3"},{"key":"key2022031320133621200_b7","doi-asserted-by":"crossref","unstructured":"Kettinger, W.J. and Grover, V. (Summer 1995), \u201cToward a theory of business process change\u201d, Journal of Management Information Systems, pp. 9\u201030.","DOI":"10.1080\/07421222.1995.11518068"},{"key":"key2022031320133621200_b8","doi-asserted-by":"crossref","unstructured":"Kettinger, W.J., Teng, J.T.C. and Guha, S. 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(1995), \u201cBusiness process reengineering: tactics for managing radical change\u201d, Journal of Management Information Systems, Summer, pp. 81\u2010108.","DOI":"10.1080\/07421222.1995.11518071"}],"container-title":["Business Process Management Journal"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/14637150210435008","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/14637150210435008\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/14637150210435008\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,25]],"date-time":"2025-07-25T00:35:31Z","timestamp":1753403731000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/bpmj\/article\/8\/4\/351-363\/257382"}},"subtitle":["The case of Chase Manhattan Bank"],"short-title":[],"issued":{"date-parts":[[2002,10,1]]},"references-count":9,"journal-issue":{"issue":"4","published-print":{"date-parts":[[2002,10,1]]}},"alternative-id":["10.1108\/14637150210435008"],"URL":"https:\/\/doi.org\/10.1108\/14637150210435008","relation":{},"ISSN":["1463-7154"],"issn-type":[{"value":"1463-7154","type":"print"}],"subject":[],"published":{"date-parts":[[2002,10,1]]}}}