Operationalization and measurement of study variables
| Global variable and its definition | Constructs | Measurement | Definition of constructs | Sample measurement items |
|---|---|---|---|---|
| Business process reengineering performance is the Overall operational outcomes resulting from radical and redesign of core processes(Hammer & Champy,1993; Neely, 2005; Hudson et al., 2001; Davenport, 1990) | Time | Respondents’ mean rank of 6 items of information included in the questionnaire on a six-point Likert scale | Ability to serve customers within specified interval (Neely, 2005) | Activities are completed on time; Information of customer complaints is provided on time; Work or approval steps are short |
| Quality | Respondents’ mean rank of 8 items of information included in the questionnaire on a six-point Likert scale | Organizational interactions to satisfy customer expectations (Hudson et al., 2001 | Clients are satisfied with the image of workflow processes after radically changing processes; Our process teams are responsive to reliable services; Our employees exhibit trust and confidence to clients | |
| Cost | Respondents’ mean rank of 9 items of information included in the questionnaire on a six-point Likert scale | Efficient use of resources (Hudson et al., 2001; Magutu et al., 2010) | Budget requirements of work flow activities are often met; Workflow activities are often cost effective; Our institution uses resources efficiently | |
| Institutional leadership is developing and infusing mission, nourishing external supporting mechanisms while conserving distinctive institutional values and integrity(Jung & Choi,2011; Selznick, 1949) | Visionary | Respondents’ mean rank of 4 items of information included in the questionnaire on a six-point Likert scale | Inspiring followers to redefine emergent problems intellectually (Jung & Choi, 2011; Selznick, 1949) | Providing ideas that support the institutional vision |
| Coalition network | Respondents’ mean rank of 4 items of information included in the questionnaire on a six-point Likert scale | Creating institutional networks to overcome external enemies (Jung & Choi, 2011; Selznick, 1949) | Developing external support to process changes | |
| Maintenance | Respondents’ mean rank of 6 items of information included in the questionnaire on a six-point Likert scale | Protecting institutional integrity (Jung & Choi, 2011; Terry,1995) | Defending the death of good existing institutional practices | |
| Coordinative | Respondents’ mean rank of 2 items of information included in the questionnaire on a six-point Likert scale | Ability to ensure shared goals, role integrity and efficient processes (Jung & Choi, 2011; Macneil, 1980) | Resolving conflicts as team; communicating the goals of radically changing processes; giving correct and positive feedback | |
| Organizational adaptability is the ability to adjust organizational systems, structures to meet the global changes in market and environmental concerns (Gudmundur & Thorhallur, 2013; Tuominen et al., 2004) | Structural adjustments | Respondents’ mean rank of 4 items of information included in the questionnaire on a six-point Likert scale | Institutional capabilities to enhance process innovations (Mott, 1972; Tuominen et al., 2004) | Workflow technologies are based on client values; Management collaborates closely with cross functional departments |
| Cultural changes | Respondents’ mean rank of 4 items of information included in the questionnaire on a six-point Likert scale | Forming shared institutional framework values (Gordon & DiTomaso, 1992; Gudmundur & Thorhallur, 2013) | Responsiveness to environment and cultural changes | |
| Management systems | Respondents’ mean rank of 4 items of information included in the questionnaire on a six-point Likert scale | Ensuring institutional incentives and customer value (Aiken & Hage, 1968; Tuominen et al., 2004) | Reward systems are frequently based on performance outcomes | |
| Market forces narrowness | Respondents’ mean rank of 4 items of information included in the questionnaire on a six-point Likert scale | Ability to identify clients’ needs both locally and internationally (Gudmundur & Thorhallur, 2013 | Business processes of this institution are well known locally; research activities of our competitors are well known | |
| Organizational design | Respondents’ mean rank of 4 items of information included in the questionnaire on a six-point Likert scale | Ensuring flexible structural adjustments to ensure less bureaucratic tendencies | Responsiveness to change institutional structures |
| Global variable and its definition | Constructs | Measurement | Definition of constructs | Sample measurement items |
|---|---|---|---|---|
| Time | Respondents’ mean rank of 6 items of information included in the questionnaire on a six-point Likert scale | Ability to serve customers within specified interval ( | Activities are completed on time; Information of customer complaints is provided on time; Work or approval steps are short | |
| Quality | Respondents’ mean rank of 8 items of information included in the questionnaire on a six-point Likert scale | Organizational interactions to satisfy customer expectations ( | Clients are satisfied with the image of workflow processes after radically changing processes; Our process teams are responsive to reliable services; Our employees exhibit trust and confidence to clients | |
| Cost | Respondents’ mean rank of 9 items of information included in the questionnaire on a six-point Likert scale | Efficient use of resources ( | Budget requirements of work flow activities are often met; Workflow activities are often cost effective; Our institution uses resources efficiently | |
| Visionary | Respondents’ mean rank of 4 items of information included in the questionnaire on a | Inspiring followers to redefine emergent problems intellectually (Jung & Choi, 2011; | Providing ideas that support the institutional vision | |
| Coalition network | Respondents’ mean rank of 4 items of information included in the questionnaire on a six-point Likert scale | Creating institutional networks to overcome external enemies (Jung & Choi, 2011; | Developing external support to process changes | |
| Maintenance | Respondents’ mean rank of 6 items of information included in the questionnaire on a six-point Likert scale | Protecting institutional integrity (Jung & Choi, 2011; | Defending the death of good existing institutional practices | |
| Coordinative | Respondents’ mean rank of 2 items of information included in the questionnaire on a six-point Likert scale | Ability to ensure shared goals, role integrity and efficient processes (Jung & Choi, 2011; | Resolving conflicts as team; communicating the goals of radically changing processes; giving correct and positive feedback | |
| Structural adjustments | Respondents’ mean rank of 4 items of information included in the questionnaire on a six-point Likert scale | Institutional capabilities to enhance process innovations (Mott, 1972; | Workflow technologies are based on client values; Management collaborates closely with cross functional departments | |
| Cultural changes | Respondents’ mean rank of 4 items of information included in the questionnaire on a six-point Likert scale | Forming shared institutional framework values ( | Responsiveness to environment and cultural changes | |
| Management systems | Respondents’ mean rank of 4 items of information included in the questionnaire on a six-point Likert scale | Ensuring institutional incentives and customer value ( | Reward systems are frequently based on performance outcomes | |
| Market forces narrowness | Respondents’ mean rank of 4 items of information included in the questionnaire on a six-point Likert scale | Ability to identify clients’ needs both locally and internationally ( | Business processes of this institution are well known locally; research activities of our competitors are well known | |
| Organizational design | Respondents’ mean rank of 4 items of information included in the questionnaire on a six-point Likert scale | Ensuring flexible structural adjustments to ensure less bureaucratic tendencies | Responsiveness to change institutional structures |
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