<p> Business process redesign (BPR) has been studied extensively since its initial widespread application in the late 1980s. Although a great deal has been learned by both practitioners and researchers about the best ways to use BPR for business process improvement, the overall failure rate of BPR projects is still reported to be high. This failure rate indicates that there is still a need for a comprehensive success factor model, validated with empirical evidence, to provide direction to practitioners that will help to improve the outcomes of business process redesign projects. Up to this point, few studies have identified and empirically tested the possible facilitators of BPR project success. </p> <p> This is an exploratory study, where Social-Technical Theory was applied in the context of BPR project implementation to explain the impact of success factors on BPR project success. The proposed conceptual research model includes the following factors: BPR project champion, top management support, change management, process redesign, and Information and Communication Technology Infrastructure (ICTI) improvement. The model considers critical factors from both the social and technical aspects of BPR project practices and the relationships among them. Facets of BPR project outcomes, including operational quality improvement, organizational quality improvement, cost savings, and productivity, were also examined. </p> <p> A survey of 145 managers and executives from medium and large-sized companies was used to validate the model. The results show that a BPR project champion is a critical success factor for BPR project success, mediated through top management support, and that top management support must be emphasized through the whole BPR project implementation procedure. More specifically, change management has a better likelihood of success if it is strongly supported by top management, while other factors play an important role in helping to encourage process redesign and ICTI improvements. </p> <p> This study also shows that three BPR project implementation components: change management, process redesign, and information and communications technology infrastructure (ICTI) improvement, are all critical to BPR project success. However, change management occupies the most important position because it impacts significantly the success of all four facets of BPR project outcomes (operational quality improvement, organizational quality improvement, cost savings, and productivity). Among these outcomes, the study showed that productivity is no longer the top focus of companies; instead, operational quality and organizational quality have become more important. </p> <p> This study makes a significant contribution to both theory and practice. The establishment of a BPR project implementation model based on socio-technical theory, and the development of new instruments for change management and process redesign, provide a foundation for future BPR project research. With respect to practice, the specification of three BPR project implementation components presents managers with clear guidance regarding BPR project implementation. The validated model will help practitioners to understand in advance what major obstacles they may face (change management, process redesign, or information technology) and how they should implement BPR projects in a way that will achieve their expected goals. </p> <p> As such, this study represents a significant advance over the existing literature, in the development of a valid model to explain the relationships between success factors and outcomes within a BPR project context. </p> / Thesis / Doctor of Philosophy (PhD)