Critical success factors for business reengineering and corporate performance: The case of Korean corporations

This article briefly reviews the literature on business reengineering (BR), analyzes critical success factors (CSFs) for BR, develops a BR-CSFs model, empirically tests the model on Korean firms, and investigates the impact of BR on corporate performance in Korea. Many Korean firms are attempting to transform from Japanese- to American-style business management. As part of this process, BR has gained substantial critical mass as the first widely accepted American-born management methodology accepted in Korea. While Western-based BR methodologies provide general procedures and techniques the CSFs listed in this research focus on the key factors that Korean firms generally confront. In the present research, 20 CSFs, taken from a literature review were divided into four categories: strategic, organizational, methodological, and technological/educational. A survey was developed to assess the firm-specific importance and development of each of these CSFs. Survey responses from 162 Korean corporations indicate a positive association between the designated CSFs and corporate performance. Korean BR team leaders and CEOs/COOS rate "strategic" and "methodological" CSFs as most important while "organizational" and "technological/educational" CSFs are considered less important, a rank ordering challenged by the authors. (C) 1998 Elsevier Science Inc.