The Business Process Re-Engineering Strategy: It’s Impact on the Performance of Companies Manufacturing Food in Kenya

Abstract

The main objective of the study was to determine the relationship between BPR strategy and performance of food manufacturing companies in Kenya. The population of the study comprised of the food manufacturing companies in Kenya. A descriptive cross-sectional survey design was adopted in data collection and analysis. Primary data was collected from respondents using structured questionnaire, while secondary data was collected from published firm’s financial reports. Out of the 75 respondents targeted by the study, 44 respondents forming 56.67% response rate, which was considered adequate for analysis. 63.9% of variations in the overall firm performance is explained by variations in the BPR strategy namely resources mobilization for BPR, sponsorship and commitment, BPR cross functional teams, analytical processes selection, BPR prototypes, management of re-engineered processes, clear BPR definition and vision. Thus, there is a significant relationship between BPR strategy and performance of food manufacturing companies in Kenya. This research makes several noteworthy contributions to the existing theory. Conceptually, the empirical relationship between BPR strategy and firm performance is significant where BPR strategy constructs independently and positively plays a role of fostering firm performance whereby the three significant predictors were: BPR prototypes, clear BPR definition & vision, and analytical processes selection. These three are distinct development elements of the BPR strategy which competitors are unable to imitate in the food manufacturing. The findings of this study offer suggestions that are beneficial to policy makers in the food-manufacturing sector in Kenya. Kenyan manufacturing firms have previously lacked fits well into the existing body of knowledge by holding that BPR strategy influence the firm’s level of performance and vice versa.