Abstract
With its dramatic boosts to effectiveness and efficiency, Business Process Reengineering (BPR) is a crucial tool for business success, thus countless businesses in various industries are inspired to get its benefits. Though these benefits are heavily related to technical matters such as cost, speed and quality; there is also a human side associated with BPR. This study is interested in an odd dimension of this human side: top managers’ emotional and spiritual intelligence. More precisely, top managers’ emotional and spiritual intelligences are believed to be related with their ideas about the targets and critical success factors of BPR. This study not only scrutinizes this belief, but also fills in a great gap as the literature does not offer a similar research. The operationalization stage of the study includes data from top managers of businesses in Ikitelli Organized Industrial Zone (OIZ) and the findings clearly point out that top managers’ spiritual intelligence is strongly and positively related with their ideas about BPR whereas there is no connection between their emotional capabilities and their mentioned ideas.
Highlights
Business literature pays a special attention to top managers for many reasons
This study addressed a relationship with a unique nature-between top managers’ emotional and spiritual capacities, and their ideas about a technical matter: Business Process Reengineering (BPR)
The top managers’ own adaptability, empathy and open communication capacities are not related to their ideas about BPR
Summary
Business literature pays a special attention to top managers for many reasons. They are the ultimate decision-makers in any business, they have great influence on business issues and business survival itself. The phrase manage everything is truly a natural phenomenon for top managers This phenomenon, is not limited to formal issues, the social feature of the business context necessitates top managers to take informal aspects (organizational culture, climate, citizenship behavior...) into account. Despite the presence of a vast scientific struggle to regard top managers in relation with these informal aspects of the business, there is tender research to evaluate the possibility of relationships among top managers’ psycho-social features, informal issues of the business, and business operations. The research further becomes rare if the emphasis is on the relationships between top managers’ psycho-social features and formal business issues solely
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