The role of SDMs in preserving the organisational strategy during BPR: lessons from SA MHEIs

Abstract

Professionals in system development have recognised and recommended the use of System Development Methodologies (SDMs) in South African organisations (Huisman and Iivari 2003, Huisman 2004). Professionals in BPR have also raised concern over the negative impact that BPR has on the organisational strategy (Mavetera 2012, Hammer and Champy 2005). There has therefore been a call for the use of SDMs during BPR to try and lessen the burden BPR bears on the organisational strategy (Hammer and Champy 2005, Muthu, Whitman and Cheraghi 1999 and Giaglis 2009). This study aimed to bring to light the role of SDMs in preserving the organisational strategy during BPR. The motivation behind this study is informed by past research in BPR, organisational strategy and SDMs. To be able to gather more evidence that support the ideas behind the past research and assist in establishing the purpose of the study in practice; interviews were done with South African Merged Higher Education Institutions (MHEIs) and literature on this topic was also used. This study was qualitative in nature and applied unstructured interviews and literature analysis of which results found that BPR has an effect on the organisational strategy in several ways and SDMs are either being applied or recommended in for BPR projects