This study of more than 215 U.S. and Canadian hospital executives indicates that improved service quality to patients and enhanced financial performance are the driving forces for hospitals that undertake business process reengineering (BPR) activities. Despite reporting moderate success in achieving organizational objectives through BPR, these executives identified lack of staff cooperation, buy-in, and skill as important factors that derail BPR implementation efforts.
Shih-Jen Kathy Ho, Ph.D., is Assistant Professor, Department of Accounting, College of Business, Niagara University, Niagara University, New York.
Lilian Chan, Ph.D., is Associate Professor, Michael G. DeGroote School of Business, McMaster University, Hamilton, Ontario, Canada.
Roland E. Kidwell Jr., Ph.D., is Assistant Professor, Department of Commerce, College of Business, Niagara University, Niagara University, New York.