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Article Version


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This paper examines whether implementation of business process reengineering (BPR) projects improve firm performance by analyzing a comprehensive data set on large firms in the United States. The performance measures utilized in the paper are labor productivity, return on assets, and return on equity. We show that firm performance increases after the BPR projects are finalized, while it remains unaffected during execution. We also find that functionally focused BPR projects on average contribute more to performance than those with a broader cross-functional scope. This may be an indication that potential failure risk of BPR projects may increase beyond a certain level of scope.


NOTICE: this is the author’s version of a work that was accepted for publication in International Journal of Project Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in International Journal of Project Management [28, 1, 2010] DOI: 10.1016/j.ijproman.2009.03.004

Publication Title

International Journal of Project Management

Published Citation

Ozcelik, Yasin. 2010. Do business process reengineering projects payoff? Evidence from the United States. International Journal of Project Management 28 (1), 7-13.



Peer Reviewed