{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,3,12]],"date-time":"2026-03-12T14:07:02Z","timestamp":1773324422497,"version":"3.50.1"},"reference-count":24,"publisher":"Emerald","issue":"4","license":[{"start":{"date-parts":[[2003,8,1]],"date-time":"2003-08-01T00:00:00Z","timestamp":1059696000000},"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":[[2003,8,1]]},"abstract":"<jats:p>This paper presents a case study of the use of business\u2010process simulation within the context of a business\u2010process\u2010reengineering approach to change. The process\u2010based change methodology provides context to the simulation technique in that it connects the aims of a business\u2010process simulation (BPS) study to the strategic aims of the organisation and incorporates a consideration of human factors in order to achieve successful implementation of redesigned processes. Conversely, the ability of BPS to incorporate system variability, scenario analysis and a visual display to communicate process performance makes it a useful technique to provide a realistic assessment of the need for, and results of, change.<\/jats:p>","DOI":"10.1108\/14637150310484481","type":"journal-article","created":{"date-parts":[[2003,7,28]],"date-time":"2003-07-28T20:09:41Z","timestamp":1059422981000},"page":"408-420","source":"Crossref","is-referenced-by-count":47,"title":["Using business\u2010process simulation within a business\u2010process reengineering approach"],"prefix":"10.1108","volume":"9","author":[{"given":"Andrew","family":"Greasley","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2022030820240973600_b1","doi-asserted-by":"crossref","unstructured":"Aguilar, M., Rautert, T. and Pater, A.J.G. 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