The effectiveness of information systems teams as change agents in the implementation of business process reengineering

Changes to information systems and technology (IS/IT) are happening faster than ever before. A literature review suggested within business process reengineering (BPR) there is limited information on what an IS/IT team could do to reduce resistance to change and increase user acceptance. The purpose of this ethnographic case study was to explore the impact of information systems teams on the success of implementing BPR. This qualitative study combined theories from organizational change, business process reengineering, and information systems development as a conceptual framework. The research questions focused on what information systems teams can do to enable process change. Thirty interviews were conducted with members of leadership, process teams, customers, and information systems. Data were analyzed using open and axial coding to identify recurring themes. This study showed that the IS/IT team played a critical role in process redesign by providing information on how software or technology solutions could enable customer focused processes. The IS/IT team was integrated into process teams where they were able to understand customers needs and contribute their skills in redesigning and enabling customer focused processes with new software and or technology. This study has the potential for social change within organizations that include the information systems team in the implementation of BPR. This study adds to existing body of research in organizational change, business process reengineering, and information systems by suggesting methods that will increase employee acceptance and reduce fears of IS/IT enabled process change.