Exploring the Organizational Effects of Mobile Business Process Reengineering

Abstract

Superior IT business value from mobile and ubiquitous technology can be achieved when enterprises apply Mobile Business Process Reengineering (M-BPR) to optimize their business processes beyond given structures. In this contribution, we use case study research to examine organizational and process changes through M-BPR along with the resulting benefits. The outcome of the paper is a set of five hypotheses on the typical organizational effects of M-BPR. They can be used by enterprises as a reference for their own M-BPR initiative and by researchers to further explore the specific IT business value attainable through M-BPR and serve as a starting point for a business transformation model of mobile-integrated business processes.