The Implementation of Business Process Reengineering in American and Canadian Hospitals

Abstract

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.