Factors Influencing Change Management

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Title: Factors Influencing Change Management
Category: Research Paper
Sub Category: Dissertation
Subject: Research Methods
References: APA

ABSTRACT:

Introduction: Organizations around the world often resort to business process re-engineering (BPR) where incremental change becomes inevitable and organization needs to re-invent the business process in pursuit of sustainable competitive advantage. Business process re-reengineering is a management approach which required radical redesign of business process aim to improve productivity, cycle time and quality.

Objective: A descriptive study has been conducted with an aim to investigate the impact of business process re-engineering on managers user intention using various antecedents of business process re-engineering which includes quality management, business process redesign, and continuous improvement, perceived usefulness and ease of use.

Methodology: Primary data has been gathered using quantitative research methods where questionnaires have been used as a tool for data collection from the sample of n=114 respondents using convenience sampling method. Data gathered from questionnaires have been analyzed in SMART PLS where descriptive and inferential statistics has been used to test the proposed research hypothesis. The conceptual models have been proposed for testing with 11 research hypothesis and have been tested for reliability and validity along with model testing.

Findings: Inferential statistics has been processed using Smart PLS which suggests that null hypothesis for H1, H5, H6, H7, H10 and H11 has been accepted and null hypothesis for H2, H3, H4, H8 and H9 has been rejected.

Implications: Findings of the study poses significant implications for managers and leadership within the organization to provide supportive environment for the implementation of business process re-engineering. Managers in Bahraini enterprise can utilize this concept to promote efficiency and effectiveness within this respective organization using the proposed model of BPR implementation in enterprise aided by quality management, business process redesign, and continuous improvement, perceived usefulness and ease of use.

Keywords: Business Process Re-Engineering (BPR), Change Management, Use Intention, Perceived Usefulness.

Chapter I- Introduction

By the advent of industrial revolution, organizations around the world have evolved as changes in technologies, business environment and customer expectations have forced organizations to continuously change. At times incremental change is inevitable and requires organizations to modernize its business pursuit of sustainable competitive advantage. Organizations are continuously working to improve their business process at times re-inventing the entire business process in order to stay competitive and profitable. Business process re-engineering is a widely used tool which is used by organizations around the world by taking big picture view of business process by employing certain principles making these business process relevant to the organization mission and purpose. Organizations are continuously copying up with changes in external and internal business environment as a result some of the existing organizational process are no longer fits the existing organizational purpose and therefore need to be scrapped to overcome the cost associated with the wastage, efforts and time (Kenneth, et al., 2018). In a nutshell, business process re-engineering emerged as an essential change management approaches which directly influences contemporary measures performance such as cost, speed, lead time, customer service level and productivity of staff and machinery.

Goksoy and Vayvay, (2012) states that there are numerous factors influencing organizations to shift to the concept of BPR which includes increasing demand for government regulations, growth, competitive environment, technological advancement and changing dynamics of workforce. Many organizations are moving to this concept as a change management initiative in response to desperation and crisis, foresight and ambition as BPR aims to abolish old ways and looking for imaginative ways by designing radically new business process. In context of Bahrain, Kamhawi, (2008) conducted study to investigate the underlying factors influencing managers intention to adapt BPR, which shows that BPR in content of Bahrain aided managers with effective project management experience and implement organizational‐wide need for change. Concept of BPR poses significant implications for both public and private sector organizations in Bahrain as Bahrain is seeking for digital transformation mainly through deployment of technologies which benefits citizens, residents and organizations. Many enterprise around the country are continuously seeking for paradymn shift by demonstrating its readiness to face conventional disasters and pandemics in the future.

Findings of the study poses significant theoretical, managerial and practical implications for organizations in Bahrain. Firstly, this study aims to provide a framework for BPR implementation as 70% of the business establishment are running or have run re-engineering projects in the past which shows that failure rate for these projects is equally high over 70% of the BPR projects fails because of lack of change in management paradigms, lack of vision, lack of communication, lack of staff participation and failure to instill a re-engineering culture. Secondly, findings poses significant managerial and practical implications for managers in various public and private sector organizations in Bahrain to lead BPR projects within their organization irrespective of what the motives for change are. (Kock & Mcqueen, 1996)

This topic is also considered important because from an international perspective for the Kingdom of Bahrain, as it has agreed to an international economic development framework put forward by the United Nations under their sustainable development goals programme. In particular, according to goal eight target 8.2 of the sustainable development goals, countries should promote innovation and technology development in various fields of business operation so that public and private sector organizations can improve the services that they provide within the nations. Nations also have a target under this commitment to aim for higher levels of economic development with the help of economic diversification and focusing on improving high value-added labor-intensive sectors (Unstats.un.org, 2022).

Moreover, this topic is also considered important taking into account the Vision 2030 plan of the Kingdom of Bahrain. Out of the three pillars of the vision 2030 plan which is sustainability, fairness, and competitiveness, this topic is directly related to improving the competitiveness of business organizations operating in the Kingdom of Bahrain and also adopting the principles of sustainability in business operation (EDB Bahrain, 2022).

Therefore, business organizations within the Kingdom of Bahrain need to take into account the principles of business sustainability, competitiveness, and also the principles adopted by United Nations under their sustainable development programme in order to engage in various business process reengineering initiatives that have will have a direct implication on their business growth and competitive advantage.

1.1 Research Problem

According to Bryant and Chan, (1996) many BPR initiatives fails because process are ill defined and similarly mechanisms for initiating and completing re-engineering exercises. Cao, et al., (2001) states that BPR is viewed as an approach to change management which incorporates change in process, structure, culture, or power distribution which are often inte related making BPR restricted to change situations where process dominates. Tripathi and Gupta, (2020) highlights the issue of lack of framework for BPR implementation which supports radical improvements in cost, cycle time, human effort, degree of automation, traceability, information availability and uncertainty.

1.2 Research Objectives

The study aims to achieve following research objectives.
● To investigate the impact of quality management, business process redesign, and continuous improvement on perceived usefulness.
● To investigate the impact of quality management, business process redesign, and continuous improvement on perceived ease of use.
● To investigate the impact of quality management, business process redesign, and continuous improvement on use intentions.
● To investigate the mediating role of perceived usefulness and ease of use on use intention.

1.3 Research Questions

● What is the impact of quality management, business process redesign, and continuous improvement on perceived usefulness?
● What is the impact of quality management, business process redesign, and continuous improvement on perceived ease of use?
● What is the impact of quality management, business process redesign, and continuous improvement on use intentions?

● To what extent perceived usefulness and ease of use mediate the relationship between quality management, business process redesign, continuous improvement and use intention?

1.4 Research Hypotheses:

● H1: There is a significant positive impact of quality management on perceived usefulness of business process reengineering.
● H2: There is a positive impact of Quality Management on perceived ease of use.
● H3: There is positive impact of Quality Management on Use of intention.
● H4: There is a positive impact of Business Process Redesign on perceived usefulness.
● H5: There is a positive impact of Business Process Redesign on perceived ease of use.
● H6: There is a positive impact of Business Process Redesign on Use intention.
● H7: There is a positive impact of Continuous Improvement on perceived usefulness.
● H8: There is a positive impact of Continuous Improvement on perceived ease of use.
● H9: There is a positive impact of Continuous Improvement on Use intention.
● H10: There is a positive impact of Perceived Usefulness on Use intention.
● H11: There is a positive impact of Perceived ease of use on Use intention.

1.5 Conceptual Framework:

1.6 Structure of Thesis:

Chapter 1 is an introduction chapter which sheds light on the concept of BPR as a change management approach, its implications, reasons for failure and background of study specifically its relevancy to Bahrain. This chapter highlights broad problem area along with research objectives and questions. Lastly this chapter presents conceptual framework which serve as a rationale for the development of hypothesis.

Chapter 2 is a Literature review chapter which provides insight on previous literature providing information on historical perspective of concepts, conceptual definitions and empirical evidence from the peer reviewed articles, journals and books.

Chapter 3 is the research methodology chapter which provides insight on research methodology includes aspects of research approaches, research design, research methods incorporated, size of population, sampling strategy, data collection methods and data analysis methods incorporated by the research.

Chapter 4 is results and findings which presents research findings based upon the data processed in statistical software’s and proposed interpretation of demographics, descriptive statistics, reliability of instrumentation and inferential statistics used for model testing.

Chapter 5 is a discussion, limitations and recommendations chapter which provides insight on discussion of results where findings of the study are compared with the previously studied literature to compare and contract results in light of previously gathered empirical evidence. Furthermore, this chapter proposes key limitations and information on practical and managerial implications of this study.

1.7 Summary of Chapter:

This chapter of introduction presents insight on the introduction of change management and business process engineering concept along with its relevancy in the current context of the public and private sector organizations in Bahrain. This chapter presents the problem area and research gap providing meaningful gap in scope of BPR implementation resulting in failure. Furthermore, this chapter presents research objectives and questions which this study aims to answer along with the development of research framework and hypothesis of the study.

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Chapter II – Theory and Literature review

2.1 Introduction:

The theoretical foundations of can be found in older theories of management and organizational systems which include scientific management principles, systems analysis and design theory, operational management theories, and technology-oriented theories (Aziz, 2019). Among the various theories, Business Process Reengineering (BPR) is in agreement with the scientific management theories which are mainly based on the principles of rational thinking. The rational thinking school of thought states that employees are motivated to work for organizations in an environment that is efficient and where there is good amount of motivation available for the employees such as money (Grant, D. 2016). Another related school of thought is the mechanistic school of thought in which authors and scholars who have studied this concept have described that performance in organizations is derived not only from the environmental factors but also the human factors that are present within the organization, which is an essential aspect of its overall design (Grint, 1994).

This is where the concept of business BPR has evolved which is by taking into account the task-based environment of the modern-day organizations along with its human elements which are extremely essential for bringing about overall performance of the business organizations. BPR also takes into account organizational systems, the type of processing systems for information, efficiency of the output and certain other related factors that are all important from a business reengineering perspective (Bhaskar, 2018).

2.2 Definition of The Concept:

There have been various definitions of BPR that have been put forward in the past by various authors and scholars who have studied this concept over the past many years. Almost all of these definitions focus on bringing about radical changes to the existing business processes that are undertaken within the organization to bring about changes in terms of efficiency of the process, speed, methods of execution, cost efficiency, and quality enhancement (Timane, 2012).

According to Hammer and Champy (1993) Business process reengineering (BPR) is defined as “the fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed’’. (p.1) This is one of the oldest definitions of BPR which indicates that it brings about a radical transformation in the operations of a business. It also suggests that the changes that can be brought about in the company may not be incremental in nature. Therefore, this particular definition and other definitions that have been put forward by authors and scholars with regards to BPR appeals to the business organizations to find a compelling reason for bringing about change within the organization so that they can apply appropriate BPR techniques and improve their competitive position in the market (Asika and Awolusi, 2013).

2.3 BPR Initiatives:

Authors and scholars such as Auliya and Prabowo (2021) who have studied about the application of BPR in the context of various organizations have indicated that it brings about revolutionary transformational change within organizations which is one of the prime reasons behind why organizations nowadays should adopt BPR initiatives if required in the context of the given organization. It is necessary that the top management and leadership of the organizations evaluate the existing and future market conditions along with the consumer trends in order to determine if there is a strong need to implement BPR initiatives within the organization.

The above figure put forward by authors and scholars such as Venktraman (1994) in the past have indicated the different levels of transformation that organizations need to undergo in order to bring about drastic changes within the business of the organization. The lower levels include the evolutionary levels which include localized exploitation and horizontal integration of the business activities which helps bring about some degree of changes to the business of the organization. However, on the revolutionary level there is the concept of business process redesign, business network redesign, and scope redefinition. This revolutionary level helps enhance the capabilities of the business organization and this is where BPR comes into the picture for any modern-day business organization.

From the above figure it can be understood that BPR currently takes in to account bringing about an overall redesign to the existing business processes that take place within the organization along with redesigning the business network based on which the organization undertakes its business activities. There is also the need to redefine the scope of the business activities undertaken by the organization in order to meet the current and future demands of the market and the consumers. Scope redefinition may also include removing some or part of business activities and undertaking certain new ones in order to enhance the business growth of the organization in the market (Venktraman, 1994).

2.4 Approaches to BPR:

According to authors such as Grant (2016), the approaches to BPR differ from organization to organization, and mainly take into account the exact business nature of the company and its operations in the market. Hence before adopting appropriate BPR initiatives, the organizations should first understand the exact nature of their business operations and apply the proper business theoretical approaches along with identifying the right strategic approaches for the future direction of the company. By doing so, the organization will be in a better position to apply suitable BPR strategies to enhance its level of performance in the market.

Other authors that have studied BPR as per the existing literature have also indicated that BPR initiatives cannot be successful within an organization without adopting a strong change management initiative within the company. This means that a successful BPR scheme can only be successful when it is clubbed with change management initiatives that are required across the organization. Therefore, it is first important that an organization understands what change it wants to bring about within the company, and then adopt an appropriate change management model. Only when BPR is clubbed with a suitable change management model for the organization will it be able to become successful in bringing about radical change across the organization (Timane, 2012).

2.5 Dimensions of BPR:

The existing literature on BPR have also shown that BPR initiatives have failed in the past because organizations have neglected some very important dimensions that have to be taken into account while creating a good BPR scheme. These dimensions include organizational dynamics, its customers, its employees, the relevant technology and information, and also the organizational culture. All these dimensions are extremely important components of a successful BPR scheme that have to be adopted by the organization as part of the new change that they want to bring across the organization (Magutu, 2010).

Moreover, authors have also indicated that for a BPR initiative to succeed, it is also necessary that the organization continuously works towards improving the communication channels across the organization and streamlining the functioning of each and every department within the organization (Rumyantseva and Nikitina, 2022). There needs to be more collaboration and coordination that has to be adopted among the business units and departments in the company for the subsequent change management initiatives and BPR schemes to be successful. It is also necessary that the organizational management and leadership adopts a transformative mindset mainly due to the fact that successful BPR schemes are radical and transformative in nature, and hence requires equal levels of commitment from the leadership of the company to make it successful (Bhaskar, 2018).

2.6 Theoretical Model:

The theoretical framework for this research is shown below.

According to the above research framework, there are three main concepts that will be discussed in the literature review of this research. These concepts will form the fundamental theoretical background of this study. These three concepts are quality management initiatives within an organization, the business process redesign initiatives within an organization, and continuous improvement initiatives that are undertaken within an organization. The student in particular will link these three concepts with that of business process reengineering and will establish the relationship between these concepts and organizational performance in the case of various companies operating across the world.

The above theoretical framework also shows that the main dependent variable is organizational performance – in particular the quality of services that the organizations are able to provide for its customers. The independent variable is business process reengineering which is further classified into three sub-variables which include quality management, business process redesign, and continuous improvement. These three sub-variables will be explored in detail in further literature reviews that will be conducted by the student for this research.

Stravinskiene and Serafinas (2020) findings shows that there is a direct positive link between the quality management initiatives undertaken by the management of the organization, and the amount and scope of business process improvement that can be brought about within the organization. These authors have studied various quality management initiatives undertaken across numerous business organizations in Lithuania and have measured the impact of the quality management initiatives and business process improvements that have been possible within the organization over the years. The findings of the study conducted by these authors have indicated that quality management initiatives help integrate all business activities of the organization in such a manner that one complements the other, and hence it drives business efficiency in a manner that it positively contributes towards business development and growth in the long term. Therefore, for the context of this research study, the student has chosen to test the impact of quality management initiatives on BPR of the chosen organizations within the context of Bahrain.

Previous studies that have been conducted on the impact of business process redesign on the overall BPR initiatives on organizations indicate that undertaking different business process redesign initiatives helps revolutionize the business process and helps bring about quick change into the organizations that enable it to adapt to the market demand in a smooth and efficient manner. Moreover, continuous business process redesign is compulsory to bring about business growth and efficiency especially for those organizations that are largely impacted by changes in market and external environment factors. Undertaking continuous business process redesign also helps organizations achieve continuous innovation that is essential to bring about huge leaps and bounds in the competitive advantage of the organization in the market. It also has the benefit of enabling a radical redesign of products and services that are considered necessary to improve the competitive position of the organization in the market (Auliya and Prabowo, 2021). Hence the student has chosen to test the impact of business process redesign initiatives on BPR of the chosen organizations within the context of Bahrain in this research study.

Continuous improvement is yet another important factor that has a huge impact on BPR of modern-day business organizations. Authors and scholars such as Sharma and Kumari (2016) have indicated in recent studies that continuous improvement initiatives within organizations which include technology-oriented changes, quality oriented changes, burning about six sigma, adopting the Kaizen method and other change oriented initiatives are extremely critical in order to enhance the business efficiency of the organizations, so as to enhance market share and improve competitive advantage. The aforesaid authors have indicated in their previous studies that continuous improvement initiatives within organizations drive radical redesign of products and services in order to bring about better process efficiency and better cost efficiency within the organizations.

Moreover, continuous improvement also helps adopt the latest technologies in the field of the organization’s business thereby enabling better task efficiency and cost effectiveness for the organization in the short term and long term (Sharma and Kumari, 2016). Hence the student chose to explore the impact of continuous improvement on BPR of the chosen organizations in the Kingdom of Bahrain.

2.7 Scope of The Dissertation:

The scope of this study covers exploring the impact of BPR initiatives on business process efficiency in the context of the Kingdom of Bahrain only. Other countries and regions will not be taken into account for this particular study. Therefore, the primary limitation of this research is that it will be focused on the impact of BPR initiatives on private organizations in the context of Bahrain market only, and hence the findings of this study will be applicable to only the local market environment in the country.
The theoretical assumptions for this particular study are based on the theoretical foundations laid by authors and scholars who have studied this subject in the past. The main assumption here is that bringing about BPR initiatives within organizations directly contributes towards efficiency in various business processes that are undertaken within the organization. These benefits can be seen in the form of cost efficiency, process efficiency, efficiency in terms of time of execution, process execution and other related factors such as quality. Moreover, another underlying assumption for this particular study is that BPR initiatives should compulsory involve adopting latest technology-oriented changes within organizations that are essential to drive business growth according to various studies that have been conducted on the subject in the recent past. In this regard another important assumption here is that the organizations that are operating in the modern-day business environment truly understand the importance of change management and the underlying principles of this concept. Apart from this, the student also assumes organizations are aware of the various change management models that are highly relevant to modern day business organizations.

2.8 Summary of Chapter:

The above discussion had taken into account the theoretical background and main concepts pertaining to the concept of BPR, and associated concepts such as continuous improvement, quality management, and business process redesign. The hypotheses that have been framed for this study also takes into account these aspects and the upcoming chapters of this research will involve testing these concepts in relation to BPR in order to establish the findings of this study.

Chapter III – Research Methodology:

The chapter presents the methodology adopted for the study in terms of the research design, research instrument, population and sample, data collection procedure, validity and reliability, and ethical consideration.

3.1 Research Design:

For the purposes of this study, a quantitative research design was utilized in order to establish the relationship between the variables of this study.
Quantitative research technique provides a variety of benefits for researchers which include collecting data from a large sample population with relatively less time and effort. (Schreier, 2001). A quantitative research enables a broader study to be made on the chosen topics by the researchers and hence enables a better generalization of the results from the view and perspective of a large target sample population (David Collier, 2001). Moreover, quantitative research also helps achieve objectivity and accuracy with the help of close ended information that can be easily collected and analyzed. Furthermore, the time limitation available facing the research is another major reason why a quantitative type of research will be highly beneficial (Apuke, 2017).

3.2 Research Instrument:

The research instrument that has been chosen for this study is a questionnaire. This instrument was chosen due to the benefits associated with it.
A questionnaire is commonly utilized in quantitative studies due to high amount of convenience that it provides for researchers. It helps students and researchers apply consistency in creating the various questions to be put forward. It is also an extremely convenient and inexpensive way of data collection because there are many questionnaire templates that are available online along with models and samples put forward by previous research studies as well (Wilson, J. 2014). Questionnaires also provide large amount of flexibility for the researchers and the participants in creating and answering the questions required (Lu et al., 2021).
However, previous studies have also shown that there are some problems that are associated with adopting a questionnaire approach for data collection. Primarily, it requires researchers to be very precise about the nature of the questions that have been provided in the questionnaire, and for this purpose they need to have a detailed understanding of the research study and the variables that have been used for the study (Kumar, 2019). This means that creating a suitable questionnaire will require lots of time and effort especially if the chosen research topic is complex and requires exploring various previous studies (Merriam, and Tisdell, 2015). Moreover, once the questionnaire is prepared and distributed to the participants, then there can be no modifications that can be adopted. This means that the nature of the questions will be fixed, and the researcher and participants are committed in collecting and providing the required data using the same questionnaire (Malhotra, 2006). Furthermore, distributing the survey questions among the people during the pandemic of COVID-19 is more accessible to collect the data in the required period.

3.3 Measurements:

The research variables will be used for the study which were adopted from Bhaskar (2018) for quality management also for the variables business process redesign and continuous improvement were adopted from Stravinskiene and Serafinas (2020).
Furthermore, the following research variables were adopted from Kamhawi (2008).

1. Use Intention.
2. Perceived Usefulness.
3. Perceived ease of use.

3.4 Population and Sample:

The research population that has been adopted for this study is employees working across various business organizations in the country. Bahraini Employees working in organizations will be the main focus because the organizations in public or private sector undertake regular reengineering or restructuring in order to meet their long-term organizational goals and objectives which are business growth and profit making. Previous studies have shown that continuous restructuring or reengineering when adopted by business organizations depending on market needs and the business environmental conditions can improve the capability of the organizations in achieving growth and generating more profits on their investments. (Sharma and Kumari, 2016).

In research world, using an entire population is superlative as it is impossible to include every subject in the research because size of the population is finite. This provides rationale for using sampling technique. Thus, the sampling strategy is incorporated which can be categorized into probability and non-probability sampling methods. The proposed study uses non probability sampling method which is further categorized into purposive, convenience, snowball and quota sampling methods. Researcher used convenience sampling technique which is also referred as Haphazard Sampling which is a non-probability sampling method where members of the target population meeting the particular criteria set by the researcher are selected from the population for data collection.

In order to effectively access the required sample population, the researcher has decided to adopt a convenience sampling approach. This is because there are large amount of public and private organizations operating across the Kingdom of Bahrain and getting access to employees across all business organizations is not practically possible in a limited period of time. Hence the researcher will randomly distribute the questionnaire to different organizations from different sectors will be given the online questionnaire for the data collection process. In overall, the researcher aims to collect about 120 to 150 valid responses as part of the data collection process.

3.5 Data Collection Procedure:

The instrument of data collection that has been adopted for this study is an online questionnaire. This online questionnaire will be created using SurveyMonkey and the survey was distributed as an online link to the participants using online mediums such as email and WhatsApp. It allows for the respondents to indicate their responses on their computers, laptops, mobile phones, or other digital devices. Once the respondents indicate the responses for each question or statement, it will be recorded automatically using the SurveyMonkey website.

Since the survey was sent as a link by email and social media, there is no way to calculate the response rate, since the researcher does not know exactly how many people received the link for the survey.

Before the start of the data collection process, the research participants were requested to answer the survey based on their experience at their jobs. The responses of the participants will be automatically recorded using the survey software or website and the responses will be available in the form of numerical and pictographic information. All the participants were requested to fill the form completely and accurately, and to assist the participants the questions will be marked as compulsory which is the feature available on online questionnaire forms such as SurveyMonkey. The participants were advised clearly that none of their personal information will be recorded during the data collection process and their responses will be kept extremely confidential by the researcher at all times. The purpose of the study is also be communicated to the research participants very promptly before they engage in the research process.

In the case of this research, the questionnaire contains two main parts; namely the demographic part which will contain demographic questions such as the age, gender, and work position of the respondents, and the other section will contain the actual questions or statements that will be put forward to the participants in the survey. Most of the questions was in the form of statements against which the participants will have to put forward their opinion using the Likert scale which will be provided in the survey form. Once the survey link is created, it will be distributed to the participants by WhatsApp or email.

3.6 Validity and Reliability:

Authors and scholars that have studied various research methodology types have indicated that after data collection it is necessary to test the validity and reliability of the collected information. For this purpose, there are established standard tests such as the validity and reliability tests that can be undertaken by studies students and researchers (Kumar, 2019).

3.7 Statistical Analysis:

To conduct the analysis for the model in this dissertation, partial least square-structure equation modeling techniques were used (PLS-SEM) via the SMART-PLS software. The choice for this technique was due to the high number of hypotheses in the model, and the PLS-SEM ability to estimate multiple relationships at the same time, Additionally, the scales we used are both reflective and formative, which makes PLS-SEM the right technique to analyze them (Hair et al, 2016).

3.8 Ethical Consideration:

In order to ensure that the data collection process adopted by the researcher confirms to legal and ethical principles, there will be some steps that will be undertaken by the researcher before the start of the data collection process.

Firstly, the questionnaire that was be prepared for the study will clearly state the ultimate purpose of this research which will be clearly communicated to the research participants as well. This information will be presented by email and WhatsApp which will also contain the link of the questionnaire.

Secondly, the researcher was clearly state that no personal information about any of the research participants including their organizations that they work in will be collected in any form whatsoever. This is because the research participants may hesitate to provide their responses for various questions or statements if they feel that their personal information and their company information may be collected in the process. To avoid this barrier, it will be clearly stated in the online link for the questionnaire.

Lastly, the research participants will be told that there are completely free to opt-out of the data collection process whenever they would like to. This could be for various reasons. For example, if the participants are not comfortable with the type of questions that are asked in the questionnaire, then they may choose to discontinue the process.

3.9 Summary of Chapter:

This chapter has presented the various important aspects of the methodological approach that has been chosen for this research study. The main highlights of this methodology chapter is the well-established effective technique that has been adopted for the data collection process which is the online questionnaire, along with appropriate methods of validating the data before proceeding with the analysis of the data in the upcoming chapters.

Chapter IV: Results and Findings

4.2 Demographics of Respondents:

Out of total sample size of 114 respondents 51.8% (59) of the respondents were male whereas the remaining 48.2% (55) of respondents were female.

Respondents from different age group were targeted in the survey, out of n=114 respondents, 45.6% (52) of the respondents were 18-29 years, 36.8%(42) of the respondents were 30 to 40 years, 13.2%(15) of the respondents belonged from the age group of 41 to 50 years old, 3.5%(4) of the respondents belonged from the age group of 51 to 60 years old and remaining 0.9%(1) of the respondents belonged from the age group of more than 61 years of age.

Respondents from various academic background were targeted in the survey, out of total sample of n=114 respondents, 3.5% (4) of the respondents had highest academic qualification of secondary school, 3.5% (4) of the respondents had highest academic qualification of diploma degree, 70.2% (80) of the respondents had highest academic qualification of bachelor’s degree, 19.3% (22) of the respondents had highest academic qualification of masters degree and remaining 2.6% (3) of the respondents had highest academic qualification of PhD or doctorate degree.

Out of total sample of n=114 respondents gathered using questionnaires, 43% (49) of the respondents belonged from public sector organizations whereas remaining 57% (65) belonged from private sector organizations.

Respondents from various sectors were targeted in the survey as 26% of the respondents belonged from aviation sector, 0.9% of respondents belonged from auditing sector, 6.1% of the respondents belonged from construction sector, 2.6% of the respondents belonged from consultancy industry, 16.7% of the respondents belonged from education industry, 4.4% of the respondents belonged from engineering sector. 14% of the respondents belonged from financial sector, 1.8% of the respondents belonged from healthcare sector. 5.3% of the respondents belonged from information and technology sector, 1.8% of the respondents belonged from insurance sector, 10.5% of the respondents belonged from oil and gas sector, 1.8% of the respondents belonged from real estate sector, 0.9% of the respondents belonged from recruitment sector, 1.8% of the respondents belonged from telecommunication sector and remaining 5.3% of the respondents belonged from other sectors.

Respondents from different experience and background have been targeted in the survey as 34.% of the respondents targeted in the survey had experience of less than 5 years, 29.8% of the respondents had experience of 5 to 10 years, 16.7% of the respondents had work experience in their respective industry of 11 to 15 years. 6.1% of the respondents had work experience of 16 to 20 years, 12.3% of the respondents had work experience of 21 to 30 years whereas remaining 0.9% of the respondents had work experience of more than 31 years.

Respondents from different positions and job titles were targeted in the survey as 39.5% of the respondents were working at entry level position, 24.6% of the respondents were working at supervisory level position, 14% of the respondents were working at managerial level positions, 5.3% of the respondents were working as departmental head, 1.8% of the respondents were director, 2.6% of the respondents were working as chief executive positions and remaining 0.9% were company executives. Remaining 11.4% were working at other positions. In a nutshell, entire tier of management from low level employees to middle level management and top tier executives were targeted in the survey.

4.1 Introduction:

Total 150 questionnaires were distributed to gather primary data out of which only n=114 respondents using convenience sampling method. Only 114 respondents gave consent to participate in the survey reaching response rate of 76%. This chapter aims to analyze the data gathered using questionnaire where primary data is analyzed using descriptive statistics and inferential statistics processed in SMART PLS to test the proposed research hypothesis. Lastly, this chapter aims to make the discussion on hypothesis by comparing the proposed research findings with previous literature for validation.

4.3 Descriptive Statistics:

Respondents of the survey were asked about their familiarity to the concept of business process reengineering where 43% of the respondents were not at all familiar with the concept of business process re-engineering, 40.2% of the respondents had knowledge to some extent about the concept of business process re-engineering and remaining 16.7% of the respondents have heard about the concept and were familiar with business process re-engineering.

Respondents of the study were asked about the most important aspect of business process re-engineering where 64.9% of the respondents reported that quality management is the most important aspect of business process re-engineering. Remaining 35.1% of the respondents reported that business process re-design is the most important aspect of business process re-engineering.

4.4 Reliability and Validity of Measurement Models:

First, the reliability and validity of the constructs is examined. In PLS-SEM techniques, there are two types of constructs; reflective and formative. Reflective scales can be identified as their variables are closely related to each other. On the other hand, the variables in formative scales are not mutually exclusive and are sufficiently different from each other (Hair et al, 2016). As will be seen in the following subchapters, reliability and validity tests of the two types of construts differ from one another.

4.4.1 Reflective Model validity and reliability:

When using PLS-SEM techniques via SMART PLS to uncover reliability and validity of reflective constructs, validity and reliability can be investigated in three tests which are: (a) convergent validity (b) composite reliability and (c) discriminant validity. Convergent validity aims to test construct validity using various interrelated factors which can be accessed using factor loading, Composite Reliability (CR) and Average Variance Extracted (AVE). In this proposed study outer loadings (Table 4.1) have been analyzed which suggests that it exceeds the threshold and lenient cut of value of 0.708 indicating high convergent validity however, the table below also shows that two constructs that fall short of the threshold (i.e. INT3, USE_3) have loadings between 0.679 and 0.7. For the remaining items in the questionnaire all the values were within the threshold making deletion optional (0.40-0.70) with no negative impact on composite reliability with value exceeding threshold of 0.800. On contrary value extracted (AVE) is also used to examine convergent validity which states that all AVE values of items of questionnaires exceed the 0.50 threshold which is the lenient cut of value for AVEs. (Ghadi, et al., 2012)

The second step is to measure discriminatory validity which refers to the test which suggests that there is no significant variance amongst different variables having similar reason. This test measures multi collinearity suggesting if correlation exists between two or more latent variable exceeding lenient cut of value of 0.90, it can be stated that they have significant overlapping constructs. On contrary, AVE and squared correlation between two constructs are also widely used tests for discriminate validity. (Ghadi, et al., 2012)

The below table (4.2) shows that outer loadings of each construct’s indicators are larger than all of the other construct indicators’ loadings, thus establishing discriminant validity, or the fact that each of the constructs is reflective of phenomenon unique from the rest of the constructs in the study.

Discriminatory validity has been conducted using Fornell-Larcker criterion which is a Square root of AVE having value higher than correlation coefficient and remaining other construct of the study as showed in Table 4.3.

4.4.2 Formative Model validity and reliability:

According to Hair et al., (2012) formative measurement model evaluation is a type of convergent validity which measures the degree to which construct correlates with an alternate. To conduct formative constructs of this study, variance inflation factor (VIF) values was gathered using multiple regression analysis in Smart PLS which shows VIF Values of formative indicators. If formative indicators value is less than lenient cut of value of 5 which suggests that collinearity is not an issue and has no statistical impact on estimates generated by the model.

Using SmartPLS researcher have used bootstrap procedure to generate significance of the outer weights of each of the study’s formative indicators. The below table suggests that all items exhibit significant vales as value of p is less than 0.05 which is significance level of interval.

4.5 Model Testing:

The first stage is to evaluate collinearity issues in the model for each perspective of independent variables in each connection in the structural model. (Table 4.6) which shows that all of the VIF values are less than 5. As a result, collinearity is not a concern in this structural model.

Secondly, bootstrap procedure is used to test each hypothetical association to determine whether there is statistically significant linear associated between the variables. Null hypothesis for H1 which suggests that there is a significant positive impact of quality management on perceived usefulness of business process reengineering as table 4.7 shows µ=0.3, SD=0.08 and p value of less than 0.05 which suggests that there is a positive linear association between quality management on perceived usefulness of business process reengineering. Alternate hypothesis for H2 has been accepted and null hypothesis rejected as findings suggests that there is no significant positive impact of quality management on ease of use as table 4.7 shows µ=-0.033, SD=0.115 and p=-0.822 which is greater than 0.05 which suggests that there is a negative linear association between quality management on ease of use. Alternate hypothesis for H3 has been accepted as hypothesis 3 is rejected as findings suggests that there is no significant positive impact of quality management on use of intention as table 4.7 shows µ=-0.015, SD=0.04 and p=-0.859 which is greater than 0.05 which suggests that there is a negative linear association between quality management on use of intention. Alternate hypothesis for H4 has been accepted as hypothesis suggests that there is no significant positive impact of BPR on perceived usefulness as table 4.7 shows µ=0.151, SD=0.114 and p=0.178 which is greater than 0.05 which suggests that there is a no linear association between BPR on use of intention. Null hypothesis for H5 has been accepted as findings suggests that there is a significant positive impact of BPR on ease of use as table 4.7 shows µ=0.499, SD=0.13 and p value of less than 0.05 which suggests that there is a positive linear association between BPR on ease of use. Null hypothesis for H6 which suggests that there is a significant positive impact of BPR on use intention as table 4.7 shows µ=0.241, SD=0.097 and p value of less than 0.05 which suggests that there is a positive linear association between BPR on ease of use. Null hypothesis for H7 which suggests that there is a significant positive impact of continuous improvement on perceived usefulness as table 4.7 shows µ=0.428, SD=0.093 and p value of less than 0.05 which suggests that there is a positive linear association between continuous improvement on perceived usefulness. Alternate hypothesis has been accepted and null hypothesis rejected for H8 as findings suggests that there is no significant positive impact of continuous improvement on perceived ease of use as table 4.7 shows µ=0.025, SD=0.115 and p =0.951 which is greater than 0.05 which is significance level of interval suggesting no statistically significant impact of continuous improvement on perceived ease of use. Alternate hypothesis has been accepted and null hypothesis rejected for H9 as findings suggests that there is no significant positive impact of continuous improvement on use intention of use as table 4.7 shows µ=0.037, SD=0.095 and p =0.752 which is greater than 0.05 which is significance level of interval suggesting no statistically significant impact of continuous improvement on use intention. Null hypothesis for H10 is accepted and alternative hypothesis rejected as findings shows that there is a positive impact of Perceived Usefulness on Use intention as table 4.7 shows µ=0.432 SD=0.096 and p value less than 0.05 which is significance level of interval. Lastly, null hypothesis for H11 is accepted and alternative hypothesis rejected as findings shows that there is a positive impact of perceived ease of use on Use intention as table 4.7 shows µ=0.284 SD=0.08 and p value less than 0.05 which is significance level of interval.

4.6 Summary of Chapter:

This chapter analyzes the data gathered using survey which was gathered from 114 respondents after adequate ethical consent. Demographic profile of respondents has been analyzed followed by the descriptive statistics. Reliability and validity of model has been tested which suggests that instrument exhibits high reliability and validity. Inferential statistics has been processed using Smart PLS which suggests that null hypothesis for H1, H5, H6, H7, H10 and H11 has been accepted and for H2, H3, H4, H8 and H9 alternative hypothesis has been accepted and null hypothesis has been rejected.

Chapter 5: Discussion, Limitations, and Recommendation

5.1 Introduction:

This chapter aims to conduct discussion in the light of research findings concluded in the previous chapter. The discussion section of this chapter aims to analyze the previous literature by comparing and contrasting existing research findings to see whether our findings validates previous literature or rejects them. The second section of this chapter comprise of limitation section which discusses the shortfalls and limitations encountered during the process of research especially data collection. The last section comprises of recommendation chapter which aims to conduct discussion on practical and managerial implications of findings in context of public and private sector organizations in Bahrain.

5.2 Discussion:

Hypothesis 1: There is a positive impact of Quality Management on Perceived Usefulness.

The first hypothesis aimed to invest the positive impact of Quality Management on Perceived Usefulness. The results derived from the different statistical tests revealed that Quality Management has no positive influence on perceived usefulness. Hence, the present study’s findings are not aligned with the findings of the previous study, where the researchers provided empirical evidence that supported the positive association between Quality Management and Perceived Usefulness (Raza et al., 2017; Tubaishat, 2018; Ventre & Kolbe, 2020). In business process re-engineering, where the core activities of the business are redesigned to improve the productivity, quality, and cycle time of the business. During the process of business re-engineering, changes are happening in every process. Hence assurance is required concerning quality, planning, controlling, and improvement. Quality management helps assure the quality of the product and service during the business re-engineering process and positively influences perceived usefulness (Indarsin & Ali, 2017). The results obtained from the present study indicated that the employees working in the different organizations of do not believe that the quality management, training and development have any positive influence on the organization’s performance and market dominance. Hence the usefulness of the implementation of the Business Process Re-Engineering would not be influenced by the Quality management.

Hypothesis 2: There is a positive impact of Quality Management on Perceived ease of use.

The second hypothesis of the present study was directed toward exploring the positive influence of quality management on perceived ease of use. The results extracted from the different statistical tests revealed that quality management was a significant predictor of the perceived ease of use. The present study’s findings align with the previous research findings (Cheng & Mitomo, 2017; Nogueira & Jorge, 2017; Jahmani et al., 2018; Baki et al., 2018). The respondents of the present study believed that training and development and the implementation of the quality management have a positive influence on their perception regarding the easiness, feasibility and ability of their organization in the implementation of business Process re-engineering and acceptability of the employees and Quality management is the process of assuring the quality of the product or services, this process required firm control, monitoring, and planning hence, proper planning provide the easiness for the employee may be considered the quality management provides the easiness in implementing the Business Process Re-engineering. In the re-engineering process of the business, planning and relaxation are also required that the re-engineering process goes smoothly and employees won’t have stress that causes burnout (Indarsin & Ali, 2017).

Hypothesis 3: There is a positive impact of Quality management on the use of intentions.

The third hypothesis of the present research was concerned with exploring the positive impact of Quality Management on the Use of Intentions. The results derived from the different statistical tests revealed that Quality Management has no significant and positive influence on the use of intentions. The present study’s findings contradict the previous study’s findings, where the researchers provided empirical evidence that indicated that Quality Management has a positive influence on the use of intentions.(Jovanoski, et al., 2017; Sohn, 2017; Awolusi & Atiku, 2019; Fetais, et al., 2022). The results obtained from the present study indicated that the training, development, and quality management while implementing the business process re-engineering has no positive impact on the employees’ perception regarding the worthiness of the BPR, willingness, and acceptability for the employees Business process re-engineering concept.

Hypothesis 4: There is a positive impact of the business process redesign on Perceived Usefulness.

The fourth hypothesis of the present study was concerned with investigating the positive impact of business process redesign on Perceived Usefulness. The results obtained from the different statistical tests revealed that the Business process redesign impacted the perception of usefulness related to the business process re-engineering. The findings of the previous study proposed that the business process redesign imposed risk as the new processes implemented by the new design are in the question mark state; hence the organization and its employees have ambiguity regarding the usefulness of the business process redesign; hence the organization’s vision, mission and the objective needs to be redefined according to the new and designed processes and the core business activities (Hoozée & Ngo, 2017; Alotaibi & Liu, 2017; Romao et al., 2019). The business process redesigning offered a new and improved way to perform the core business function; with every new idea and process, the risk is associated with its usefulness as the changers are seldom warmly welcome by the employees and the businesses and a restriction and hesitation is existed between the employees and the management; This hesitation is related with the fears of the failure and the lack of faith in the usefulness of the new process. The present study results indicated that the usefulness of the business process re-engineering program would be positively influenced by changing or redefining the organization’s mission, vision, and objectives.

Hypothesis 5: There is a positive impact of the business process redesign on the Perceived ease of use.

The fifth hypothesis aimed to investigate the positive impact of business process redesign on Perceived ease of use. The results derived from the different statistical tests revealed that business process redesign does not positively influence perceived ease of use. The present study’s findings contradict the previous study’s findings, where the researchers provided empirical evidence that supported the positive association between business process redesign and perceived ease of use. The past research indicated that one of the main reasons behind the redesigning of the business process is the management’s perception that the new ways will help yield greater profit with less effort. Moreover, they build the new business processes on the principle of lean thinking (Chang & Hsu, 2019; Grisold et al., 2022). The businesses processes are redesigned to improve the effectiveness and efficiency of the core business activities. Hence, new, modified, and technologically advanced methods are imparted that create a lot of easiness in the existing processes and methods (Cheng & Mitomo, 2017). The findings of the present study indicated that the employees perceived that the new vision and mission would create a positive influence on the feasibility, ability and easiness of the organization in implementing the Business process of re-engineering.

Hypothesis 6: There is a positive impact of the business process redesign on the use of intention.

The sixth hypothesis stated a positive impact of Quality Management on the use of the intention. The results derived from the different statistical tests revealed that Quality Management has a significant and positive influence on perceived usefulness. Indicating that the seventh hypothesis of the present study was accepted. The present study’s findings align with the previous study’s findings, where the researchers provided empirical evidence that supported the positive association between Quality Management and Perceived Usefulness.

Hypothesis 7: There is a positive impact of the Continuous Improvement on Perceived Usefulness.

The seventh hypothesis of the study aimed at investing the positive impact of Continuous Improvement on Perceived Usefulness. The results derived from the numerous statistical tests revealed that continuous improvement has a significant and positive influence on perceived usefulness; However, the findings of the present study contradict the findings of the previous studies as no empirical evidence was for the positive impact of the continuous Improvement on the Perceived Usefulness, indicating that the seventh hypothesis of the present study rejected (Dave, 2017; Chang et al., 2019). Continuous improvement is implemented on both; the improvement of the product and the improvement of the business processes. Hence the organization, with the idealogy and practicality of continuous improvement, can explore the different ways and the ideas that increase the value of its products and services; as a result of this organizational-wide exploration, a new, improvised, and more sophisticated product is presented to the customers that not only increase the customer loyalty and goodwill of the organization but also help the organization to gain sustainable competitive advantages. The present study’s findings indicated that the employees did not perceive that the financial audit, assessment of the failures, and participative decision-making process helped perceive the Business process re-engineering as useful (Purnamasari et al., 2020).

Hypothesis 8: There is a positive impact of the continuous improvement on the Perceived ease of use.

The eighth hypothesis of the study was aimed at investing the positive impact of continuous improvement and ease of use. The results derived from the different statistical tests revealed that continuous improvement does influence perceived ease of use. The results obtained from the present study are complementary to the findings of the previous study, where the researchers provided empirical evidence that supported the positive association between continuous improvement and perceived ease of use (Wu & Chen, 2017; Moslehpour et al., 2018; JuJoo et al., 2018; Jee-WonKang & Namkung, 2019)

The past literature indicated that In the long term, continuous improvements are the only solution that an organization has to develop new competencies and improve the organizational culture. The workforce becomes more engaged, and the turnover also reduces as the employees feel a sense of pride in staying with the organization that provides them better chances for improvement. Moreover, the new, improved, and technologically advanced method provides ease for management, employees, and businesses. The present study results indicated that the organizational-wide efforts regarding the assessment of the failure, financial audit and the participative decision-making process would positively influence the employees’ perception regarding the feasibility, easiness, and the ability of the organization to implement the Business process re-engineering program.

Hypothesis 9: There is a positive impact of continuous improvement on the use of intentions.

The ninth hypothesis of the study was aimed at investing the positive impact of continuous improvement on the use of the intentions. The results derived from the different statistical tests revealed that continuous improvement has a significant and positive influence on the use of the intentions. The present study’s findings are not aligned with the previous study’s findings, where the researchers provided empirical evidence that supported the positive association between continuous improvement and use of the intentions (Bhaskar, 2018; Lyskova, 2018; AbdEllatif et al., 2018). Moreover, the findings of the present study indicated that the participative decision-making process, the organisation’s efforts in the assessment of the causes of the failures, continuous change and the financial audit have no positive influence on the employee’s perception regarding the feasibility of their organization in easiness and ability of the organization in implementing business process re-engineering program.

Hypothesis 10: There is a positive impact of perceived ease of use on the use of intentions. (Accepted)

The tenth hypothesis of the study was related to the investigation of the presence of any positive association between the perceived ease of use with the use of intentions. The results obtained from the different statistical tests indicated that the perceived ease of use positively influences the use of intentions. The present study’s findings align with the findings of the previous studies. The researchers emphasized by providing the empirical evidence that the perception regarding the ease of use positively influenced the intentions of the employees to use the new methods that come into existence, redesigning the old ones. The employees’ perception regarding feasibility, ability, and easiness in implementing the Business process re-engineering positively impacts the employee’s acceptability and willingness to adopt the redesigned and re-engineered methods (Hansen et al., 2018; Chang et al., 2019; Purnamasari et al., 2020).

Hypothesis 11: There is a positive impact of perceived usefulness on the use of intentions.

The last hypothesis of the present study was aimed at investigating the influence of the perceived usefulness on the use of intention regarding the business process re-engineering. The present study employed different tests to find the empirical evidence supporting the influence of perceived usefulness on the use of intentions. The results derived from the different statistical tests revealed that perceived usefulness positively influenced the use of intentions. Hence, the present study has provided the empirical evidence in support of the nature of the relationship that existed between the perceived usefulness and the use of intentions; Moreover, the findings of the present study are aligned with the findings of the previous researchers who supported and provided empirical evidence for the positive association of the perceived usefulness and use of intention. (Hoozée & Ngo, 2017; McLean et al., 2017;Ventre & Kolbe, 2020).

5.3 Recommendations

It is evident from the literature that sustainability of organization depends upon BPR adaption especially in current post pandemic times when businesses around the world in order to stay relevant are seeking for innovative solutions to add value for the employees and customers using various change management initiative. The propose study provides model of BPR implementation for managers which can help practitioners to meet their respective objectives through radical redesign of business process, embed information technology and achieve organizational level strategic outcomes. In light of the current finding’s managers must assure corresponding success factors are in place to increase the likelihood of successful BPR implementation. Using factors such as ease of use, continuous improvement and perceived usefulness can help managers to increase the success rate of BPR (Fetais et al., 2022). BPR implementation should be complemented by other tools and change management techniques. Thus, managers can complement BPR initiatives within their respective organization by complementing with tools like by Kurt Lewin model proposed three-stage theory involves unfreezing, change which is also called the transition phase, and lastly refreezing phase.
BPR efforts in organizations must be complemented with adequate leadership styles which is strategic in nature especially transformational leadership style which is one of the most effective styles of leadership that is in the position to understand and address the difficulties and trials of change management. This type of leader also encourages the staff to work intelligently and innovatively. Hence, it is believed that these leaders exhibit a sense of empathy along with the ability to work toward a common vision and goal. These measures are helpful in a change management process especially BPR as it decreases resistance to change (Mansaray, 2019). The role of the change consolidator is crucial in change management as it involves strengthening and consolidating the changes implanted and ensuring that the change is maintained and balanced after the implementation. To make sure that the outcomes of the change are sustained, the change consolidator needs to regularly identify new strategies and revise the old ones to continue achieving competitive results. In this process, communication and diagnosis play an important role. This evaluation can be achieved through in-person communication, formal assessments, and interview with the employees. It is then followed up by a refinement process in which the information obtained is used to fine-adjust the change accordingly (Abrahamsson and Dufva, 2013). Companies frequently hire external or internal change agents for a more effective change management process. The external change agent or consultants are not bound to the culture, politics, or traditions of the firm. A group of people of an individual who take the charge of the task to initiate and manage the change in an organization is referred to as a change agent. In most innovative-driven companies, managers and employees are given detailed and thorough training that will help develop the required skills to implement change successfully (Lunenburg, 2010).

5.4 Limitations and future research:

The first and the foremost limitation is the study sample size as the study encompasses only a small proportion of sample respondents who consented to participate in the study. The second limitation was sampling strategy as author specifically relied on convenience sampling approach considering the complexity of the topic to use other approaches such as probability sampling strategies. The third limitation of the study is scope as the study catered all business established irrespective of size i.e. (micro, macro, SME’s or corporations). Furthermore, study did not make categorical distinction of sectors it wants to cover as all industries i.e. energy, oil & gas, telecommunications and banks were targeted when gathering data.

This study will serve as an incubator and help future researchers to overcome the limitations being encountered by the researcher in the current study. Researcher can test and validate the findings in numerous sectors, size and industry. Furthermore, other explanatory variables which includes internal and external variables influencing BPR success can also be added into the existing framework as a further extension to the existing knowledge generated by the author.

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Ventre, I. & Kolbe, D., 2020. The Impact of Perceived Usefulness of Online Reviews, Trust and Perceived Risk on Online Purchase Intention in Emerging Markets: A Mexican Perspective. Journal of International Consumer Marketing, 32(4), pp. 287-299.
Wu, B. & Chen, X., 2017. Continuance intention to use MOOCs: Integrating the technology acceptance model (TAM) and task technology fit (TTF) model. Computers in Human Behavior, Volume 67, pp. 221-232.

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Wu, B. & Chen, X., 2017. Continuance intention to use MOOCs: Integrating the technology acceptance model (TAM) and task technology fit (TTF) model. Computers in Human Behavior, Volume 67, pp. 221-232.

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