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Moreover, it showed that \u201cmanagers' cognitive style\u201d and \u201clevel of education\u201d had significant influences on their \u201cintentions to adopt BPR approach.\u201d The findings also suggest that other external factors such as \u201ccompetitive pressures\u201d and \u201cmanagers' beliefs about BPR\u201d are significant antecedents to BPR perceived ease of use.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title><jats:p>Conclusions are drawn about BPR experiences in countries such as Bahrain. Those experiences are compared and contrasted with the related prior studies, which are mainly from western countries' practices. Possible future research issues are raised to extend the author understanding of how BPR initiatives are promoted in organizations. However, the sample was limited to one LDC, which limits the possibility of generalizing its findings to all less\u2010developed countries.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>The study provides insights into the required organizational capabilities, circumstances, and\/or beliefs that ease promoting BPR initiatives in businesses. Accordingly, possible\u2010related strategies can be devised to enhance BPR practices in organizations.<\/jats:p><\/jats:sec>","DOI":"10.1108\/14637150810864916","type":"journal-article","created":{"date-parts":[[2008,4,19]],"date-time":"2008-04-19T07:05:19Z","timestamp":1208588719000},"page":"166-187","source":"Crossref","is-referenced-by-count":6,"title":["Determinants of Bahraini managers' acceptance of business process reengineering"],"prefix":"10.1108","volume":"14","author":[{"given":"Emad M.","family":"Kamhawi","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2022031820281398500_b1","doi-asserted-by":"crossref","unstructured":"Agarwal, R. and Prasad, J. 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