Modeling the Relationship between Business Process Reengineering and Organizational Culture

Aljazzi Fetais; Galal M. Abdella; Khalifa N. Al-Khalifa; Abdel Magid Hamouda

doi:10.3390/asi5040066

Modeling the Relationship between Business Process Reengineering and Organizational Culture

Fetais, Aljazzi;Abdella, Galal M.;Al-Khalifa, Khalifa N.;Hamouda, Abdel Magid 2022-07-07 00:00:00 Article Modeling the Relationship between Business Process Reengineering and Organizational Culture Aljazzi Fetais, Galal M. Abdella , Khalifa N. Al-Khalifa and Abdel Magid Hamouda * Department of Mechanical and Industrial Engineering, College of Engineering, Qatar University, Doha P.O. Box 2713, Qatar; 200154891@student.qu.edu.qa (A.F.); gmg5005@qu.edu.qa (G.M.A.); alkhalifa@qu.edu.qa (K.N.A.-K.) * Correspondence: hamouda@qu.edu.qa Abstract: Business process reengineering (BPR) has been widely known for its effectiveness in generating chances for organizational improvement. Understanding and modeling the relationship between the factors that contribute to the BPR and organizational culture (OC) is critical for the success of its implementation. This paper introduces a fuzzy-based analytical hierarchy process, named FAHP, for integrating the factors affecting BPR with OC to ensure the BPR’s success. First, a real case study was conducted to investigate the operational effectiveness and applicability of the proposed approach. Then, the BPR factors were validated and prioritized by a panel of experts from the American Society for Quality (ASQ) members network-Qatar chapter and a group of quality directors in Qatar. On the other side, the OC factors were investigated via a systematic literature review. Finally, an analytical correlation study was conducted to understand the relationship between the corresponding factors better. The correlation analysis study has shown that the organizational strategy, leadership, and transfer of knowledge are highly correlated with respect to people, innovation, and supportiveness. The team orientation, outcome orientation, and attention to detail factors have a medium correlation with the BPR factors. Moreover, the aggressiveness showed a weak correlation with all the BPR factors. The outcomes of this study provide decision-makers with guidelines for successful integration of the Citation: Fetais, A.; Abdella, G.M.; BPR and OC factors to ensure effective implementation of the BPR initiatives. Al-Khalifa, K.N.; Hamouda, A.M. Modeling the Relationship between Keywords: business process reengineering; organizational culture; fuzzy analytical hierarchy process; Business Process Reengineering and business performance; competitiveness Organizational Culture. Appl. Syst. Innov. 2022, 5, 66. https://doi.org/ 10.3390/asi5040066 Academic Editor: Claudio Zunino 1. Introduction Received: 18 April 2022 Business process reengineering (BPR) as a management paradigm ﬁrst emerged in Accepted: 13 May 2022 the early 1990s [1–4]. It is common in the literature to deﬁne the BPR as a rethinking and Published: 7 July 2022 radical redesign of a process to achieve a signiﬁcant achievement in essential performance measures. These measures are mainly associated with the business process type. Examples Publisher’s Note: MDPI stays neutral of such measures are cost, quality, service, and speed [5]. Grover et al. [6] have introduced with regard to jurisdictional claims in published maps and institutional afﬁl- several points for deﬁning the BPR. These are (1) involvement in a radical redesign of iations. business processes, (2) using information technology to enable new business processes, and (3) achieving organizational-level strategic outcomes. Fetais et al. [7] conducted a literature review of BPR based on recent implementation measures. Recently, the BPR has been considered one of the prime managerial approaches for Copyright: © 2022 by the authors. business survival and increasing business competitiveness; nearly 80% of the previous BPR Licensee MDPI, Basel, Switzerland. initiatives have failed to achieve expectations [8]. These failures can be considered a poor This article is an open access article understanding of the BPR and its relationship with other factors affecting the nature of distributed under the terms and work and its environments, like the deployment of IT systems and organizational culture conditions of the Creative Commons (OC) that supports the implementation. Practitioners who implement the BPR are unaware Attribution (CC BY) license (https:// of the factors affecting a successful implementation. More than 65% of practitioners are still creativecommons.org/licenses/by/ using the BPR. The literature shows that most studies on the BPR elements indicate different 4.0/). Appl. Syst. Innov. 2022, 5, 66. https://doi.org/10.3390/asi5040066 https://www.mdpi.com/journal/asi Appl. Syst. Innov. 2022, 5, 66 2 of 16 types inﬂuencing its implementation. Unfortunately, these studies do not shed light on the intensity of inﬂuencing BPR implementation. These challenges practitioners to implement BPR successfully within their ﬁrms as they do not know where to focus. Many researchers have investigated the effectiveness of the BPR using multiple-criteria decision-making (MCDM) in several industrial and service sectors. However, to the author ’s knowledge, no study has utilized any MCDM approach to prioritize BPR elements for calculating their weights and guide practitioners. This paper aims to develop an analytical model for understanding the relationship between the BRP and organizational culture factors. 1.1. Business Process Reengineering Constructs Al-Mashari et al. [9] and Paper and Chang [10] pointed out that most BPR ele- ments/success factors have been extracted from the same pool, either from one source or a few articles. Thus, new studies must work on new deﬁnitions of BPR implementation con- structs and success/failure elements. Nevertheless, there is a large number of studies in the literature that present a group of BPR implementation elements, including the following: Farrell [11] explored four requirements for having a successful BPR initiative: 1. Consistency between the organization strategy and an understanding of its market, industry, customers and rivalries; 2. Leadership commitment to implementing new ways of running the business; 3. A business case founded upon proven analytical approaches; 4. A capable team to take the new concept into implementation. Maull et al. [12] identiﬁed the following key issues underpinning a BPR initiative: (1) scope of changes; (2) strategy; (3) performance measures; (4) human factors; (5) business process architecture; (6) IT. Terziovski et al. [13] identiﬁed six BPR factors: (1) strategy, (2) management commitment, (3) information technology, (4) customer focus, (5) continuous improvement, and (6) performance outcomes. Moreover, Herzog et al. [14] stated that seven critical areas must be practiced to achieve successful BPR. The ﬁrst critical area is the top management commitment, completely understanding BPR and how the institution can achieve it [15]. Jackson [16] stated that it is frequently cited as the most important tools to search for useful reengineering practices. Thus, the latter named this area levers and results. The third area is education and training. Al-Mashari and Zairi [17] indicated that researchers considered the technological infrastructure composition an important element of success. Armstrong [18] and Carr [19] indicated that the staff should be well trained in process mapping and brainstorming techniques. The fourth area is teamwork; as such, projects will require support from all business units and involvement from everyone. Although the success of BPR eventually depends on all departments’ strong involvement at all levels in the institution, the dependency of the people who will do the work and how motivated they are is also an important factor [20,21]. Thus, the ﬁfth is seen as important is employee cooperation. Another important is performing the BPR project thorough business needs analysis, assessing the current processes of eth institution and deciding what needs to be reengineered. The seventh element is IT support. Finally, BPR should align with strategic planning, where leveraging IT and digital transformation are addressed as a competitive tool [22–26]. Nkurunziza et al. [27] indicated that leadership is the main predictor of BPR success, while IT was not considered an element. Syed et al. [28] studied the telecom sector and speciﬁed thirteen critical success factors and did not consider IT as one of them. Other researchers like Zuhair and Ahmad [29] have a different view of IT; it is considered a core element of BPR success. Al-Anqoudi et al. [30] introduced a work where success factors, methods and tools of BPR are considered human, IT, and organizational elements. IT practice is part of the six identiﬁed constructs [31], along with the depth of BPR, change management, adaption to change, information management practice and information be- haviors and values. Hashem [32] investigated the BPR success factors in the banking sector in Egypt and IT was one of them, along with management change, people management, change readiness, centralization, and formalization of the project. Appl. Syst. Innov. 2022, 5, 66 3 of 16 Brandon et al. [33] collected 19 different constructs and presented them in ﬁve project phases in a study on the banking sector. Each construct affects a speciﬁc phase, allowing project managers to increase the success rates by phases. Hashem [32] concluded that the main six constructs are management commitment, IT infrastructure, people management, change readiness, centralization, and formalization. Hwang et al. [34] studied e-based sup- ply chain management projects and identiﬁed ﬁfteen factors in four dimensions: strategy, process, organization and technology. Finally, Asikia et al. [35] proposed a model of six elements: management change, management competency, organizational structure, BPR planning and management, and IT infrastructure. The model is a proposal to measure the effect of BPR efforts on performance. 1.2. Organizational Culture Factors Schein [15] deﬁned OC as a pattern of elementary assumptions that a group develops in a learning journey to cope with internal and external problems. Armstrong [18] deﬁned OC as a group of values, norms, beliefs, attitudes and assumptions enunciated among a group but deﬁned behaviors of the group within an organization. Values deﬁne the behavior of both people and organizations, where norms are unwritten rules of those behaviors. Moreover, Osborne and Kerry [20] deﬁne OC as a collection of attributes that inﬂuences how a group should behave to shared ideas, customs, assumptions, expectations, philosophy, traditions, mores, values, and understanding. The organizational culture proﬁle (OCP) assesses person-organization ﬁt. The tool is employed in an organizational assessment regarding requirements for OC change, distin- guishing subcultures and evaluating potential ﬁt in mergers and acquisitions. The OCP tool consists of 54 value statements reﬂecting the seven factors: innovation, stability, re- spect for people; outcome orientation; supportiveness; detail orientation; Team orientation; and aggressiveness. 2. Research Objectives This research work aims to develop an analytical model for understanding the relation- ship between the BRP and OC factors that anticipate the success of BPR implementation. Consequently, the research objective can be summed up as follows: (1) Quantify the relative correlation between the elements of the BPR and OC; (2) develop an analytical model to assess the success of the BPR initiatives under speciﬁc settings of the elements of organi- zational culture; and (3) evaluate the operational effectiveness of the proposed approach using a real-world case study in the State of Qatar. 3. Research Motivation Researching why BPR projects have high failure rates is still a topic of interest to many researchers. Few studies in the literature review identiﬁed the BPR elements of a successful implementation project. Most empirical studies’ results came in frequencies, categories of elements, or ranking of elements [8,10]. Few researchers proposed a conceptual model to study the relationships and correlation between elements [17,36–39]. They pointed out that most BPR elements studied in the literature review came from the same pool and thus most current BPR theories were built on the same elements. Some work is carried out to develop models and apply theories from other areas in the context of BPR. However, progress made to close this gap is not yet sufﬁcient [39]. 4. Research Methodology A two-step research approach was used for this study. In the ﬁrst step, an extensive review was carried out on the existing literature on BPR, with the ensuing analysis focused on two components (BPR’s Critical success factors and Organizational Culture). The research identiﬁed the constructs of relevant variables of the two components that ensure the success of BPR implementation. In addition, the researcher sought the input of an expert Appl. Syst. Innov. 2022, 5, 66 4 of 16 panel from members of the ASQ community in Qatar. Moreover, existing OC elements were selected to be applied for this study. The second step is to create a model to measure the success of BPR initiatives from the OC point of view. Therefore, an expert panel was called for from ASQ members and managers of quality departments from different organizations in Qatar. They were asked for their feedback on the importance of the BPR and OC factors. Moreover, they were asked to input from their experience on how each OC factor is correlated with BPR factors. 4.1. Deﬁning BPR Constructs This section reports the steps followed in conducting a systematic literature review: Selection of suitable databases which could provide a sufﬁcient number, types, and varied nature of literature articles The time frame of articles Filters for inclusion and exclusion of articles (language, type of articles, keywords, selected journals, etc.) Themes for classiﬁcation of articles (year, country, research methods, research design, industry, etc.) Signiﬁcant ﬁndings from reviewed articles Gaps identiﬁed from reviewed articles Conclusions and future research directions To reach the appropriate data related to BPR constructs, Scopus is mainly used by using the following search keywords, “BPR elements,” “BPR SCF,” and “BPR factors.” First, the list of BPR deﬁnitions and elements was tabulated in a separate sheet using Microsoft excel using the selected related articles. Then, the list was presented to the expert panel to ﬁnalize elements. Finally, with the help of experts, the constructs where Appl. Syst. Innov. 2022, 5, x FOR PEER the REV framework IEW facilitating the prioritization of BPR constructs was developed 5 of 17 using a fuzzy-treated multi-criteria decision making (MCDM) approach. The detailed research methodology is presented in Figure 1. Figure 1. Research methodology for identifying and prioritizing BPR constructs. Figure 1. Research methodology for identifying and prioritizing BPR constructs. 4.2. Prioritize BPR Constructs Analytical hierarchical process (AHP) is a preferred tool that researchers choose to solve complicated organizational problems in research, especially those with many as- pects/dimensions [40]. It is a tool used to break the complex problem and structure it into a hierarchy. This helps the researcher to prioritize the solutions effectively [41]. AHP is a multi-criteria decision-making approach that sets a weighting process, with many criteria represented based on their relative importance to each other [42]. The FAHP approach has been adopted and is justified because the BPR critical success factors are subjective and AHP emerges as the prominent choice for computation of weights in the case of subjective factors. Various researchers [43,44] have also adopted this approach for qualitative com- puting weights. Although many techniques are available in the MCDM domain, researchers in dif- ferent decision-making areas have widely utilized the fuzzy analytical hierarchy process (FAHP) to identify criteria’ intensity and weights. The major benefit of using FAHP is its capability to tackle vagueness. This approach is carried out by using pairwise comparison. However, the judgments made by decision-makers are further analyzed for consistency to ensure that these judgments are consistent. For a better understanding of the funda- mentals of FAHP, the readers can refer to [45,46]. The detailed procedure for executing FAHP is presented in Figure 2. The basic steps involved in FAHP are shown below: [1] Develop a decision panel. [2] Define the fuzzy scale for making pairwise comparisons and follow systematic pro- cedure; see Figure 1. [3] Prepare the fuzzy pairwise comparison matrix (FPCM). [4] Convert the FPCM into Crisp Comparison Matrix (CCM). Appl. Syst. Innov. 2022, 5, x FOR PEER REVIEW 6 of 17 [5] Conduct the consistency check Table 1 for random index). [6] Determine the weight of each factor included within the matrix. Appl. Syst. Innov. 2022, 5, 66 5 of 16 [7] Prioritize each factor according to the global weight. Table 1. Scale of Relative Importance. 4.2. Prioritize BPR Constructs Defined Fuzzy Analytical hierarchical process (AHP) is a preferred tool that researchers choose Scale Description Membership Function Number to solve complicated organizational problems in research, especially those with many aspects/dimensions [40]. It is a tool used to break the complex problem and structure Equal Importance/Preference 1 ̃ (1,1,3) it into a hierarchy. This helps the researcher to prioritize the solutions effectively [41]. Weak Importance/Preference 3 ̃ (1,3,5) AHP is a multi-criteria decision-making approach that sets a weighting process, with Strong Importance/Preference 5 ̃ (3,5,7) many criteria represented based on their relative importance to each other [42]. The FAHP Very Strong Importance/Preference 7 ̃ (5,7,9) approach has been adopted and is justiﬁed because the BPR critical success factors are subjective Extremeland y Str AHP ong I emer mpo ges rtan as ce the /Prpr efominent erence choice for computation 9 ̃ of weights (7,in 9,1 the 1) case of subjective factors. Various researchers [43,44] have also adopted this approach for qualitative computing weights. Table 2 is used for the calculation of the consistency ratio. In order to obtain the ma- Although many techniques are available in the MCDM domain, researchers in different trix to be consistent, the value of the consistency index should be less than or equal to 0.1. decision-making areas have widely utilized the fuzzy analytical hierarchy process (FAHP) Thus, the following constructs of BPR implementations are resulted to be used for to identify criteria’ intensity and weights. The major beneﬁt of using FAHP is its capability this study: (i) organizational strategy; (ii) transfer of experience; (iii) leadership; (iv) com- to tackle vagueness. This approach is carried out by using pairwise comparison. However, munication with stakeholders; (v) IT; (vi) end-user satisfaction; (vii) conclusive decision- the judgments made by decision-makers are further analyzed for consistency to ensure that making; (viii) business case; (ix) project management; and (x) organizational culture these judgments are consistent. For a better understanding of the fundamentals of FAHP, the readers can refer to [45,46]. The detailed procedure for executing FAHP is presented in change. Moreover, OCP elements were selected to be studied in this study with the addi- Figure 2. The basic steps involved in FAHP are shown below: tion of one element: the higher educational level of staff. [1] Develop a decision panel. [2] Deﬁne the fuzzy scale for making pairwise comparisons and follow systematic proce- Table 2. Random consistency Index. dure; see Figure 1. Size (n) 1 2 3 4 5 6 7 8 9 10 [3] Prepare the fuzzy pairwise comparison matrix (FPCM). [4] RI Convert the 0 FPCM 0 into Crisp 0.52Comparison 0.89 Matrix 1.11 (CCM). 1.25 1.35 1.40 1.45 1.49 [5] Conduct the consistency check Table 1 for random index). Size (n) 11 12 13 14 15 16 17 18 19 20 [6] Determine the weight of each factor included within the matrix. RI 1.51 1.48 1.56 1.57 1.49 1.59 1.60 1.61 1.62 1.63 [7] Prioritize each factor according to the global weight. Figure 2. Steps to execute FAHP to prioritize the BPR elements. Figure 2. Steps to execute FAHP to prioritize the BPR elements. Appl. Syst. Innov. 2022, 5, 66 6 of 16 Table 1. Scale of Relative Importance. Scale Description Deﬁned Fuzzy Number Membership Function Equal Importance/Preference N1 (1,1,3) Weak Importance/Preference N3 (1,3,5) Strong Importance/Preference N5 (3,5,7) Very Strong Importance/Preference N7 (5,7,9) Extremely Strong Importance/Preference N9 (7,9,11) Table 2 is used for the calculation of the consistency ratio. In order to obtain the matrix to be consistent, the value of the consistency index should be less than or equal to 0.1. Table 2. Random consistency Index. Size (n) 1 2 3 4 5 6 7 8 9 10 RI 0 0 0.52 0.89 1.11 1.25 1.35 1.40 1.45 1.49 Size (n) 11 12 13 14 15 16 17 18 19 20 RI 1.51 1.48 1.56 1.57 1.49 1.59 1.60 1.61 1.62 1.63 Thus, the following constructs of BPR implementations are resulted to be used for this study: (i) organizational strategy; (ii) transfer of experience; (iii) leadership; (iv) communi- cation with stakeholders; (v) IT; (vi) end-user satisfaction; (vii) conclusive decision-making; (viii) business case; (ix) project management; and (x) organizational culture change. More- over, OCP elements were selected to be studied in this study with the addition of one Appl. Syst. Innov. 2022, 5, x FOR PEER REVIEW 7 of 17 element: the higher educational level of staff. 4.3. Creating the Model 4.3. Creating the Model Figure 3 shows the proposed approach for modeling the relationship of success of Figure 3 shows the proposed approach for modeling the relationship of success of BPR, taking into consideration the OC elements. BPR, taking into consideration the OC elements. Figure Fig 3.ur The e 3. T pr he oposed proposed weighting weighting ppr rococess. ess. The following is a detailed description of the weighting process. Step 1: Calculate the relative weight of each BPR construct (C-BPR) RW = (1) ∑ w i = 1 i where n is the number of BPR and w is the individual weight. In step 1, the researcher calculated the relative weight of each BPR constructs based on its importance. In the be- ginning, the importance of the calculation was input data during this stage. Then, and because the researcher noticed a difference in the weight from the importance resulting from the first objective’s stage, an averaged weight was computed and applied. Step 2: Calculate the relative correlation of the OC Factors. RC = m (2) ∑ c j = 1 j where m is the number of OC Factors and c is the individual correlation. The relative correlation of each OC factor is calculated using Equation (2) and as seen in Table 3. Appl. Syst. Innov. 2022, 5, 66 7 of 16 The following is a detailed description of the weighting process. Step 1: Calculate the relative weight of each BPR construct (C-BPR) RW = (1) å w i=1 i where n is the number of BPR and w is the individual weight. In step 1, the researcher calculated the relative weight of each BPR constructs based on its importance. In the beginning, the importance of the calculation was input data during this stage. Then, and because the researcher noticed a difference in the weight from the importance resulting from the ﬁrst objective’s stage, an averaged weight was computed and applied. Step 2: Calculate the relative correlation of the OC Factors. RC = (2) j=1 where m is the number of OC Factors and c is the individual correlation. The relative correlation of each OC factor is calculated using Equation (2) and as seen in Table 3. Table 3. Calculating individual and relative correlation. OCF BPR-C Correlation O O - - - O 1 2 m Individual correlation c c - - - c 1 2 m BPR Relative Correlation RC RC - - - RC 1 2 Individual correlation - - - - - - - - - - - - - - - Relative Correlation - - - - - - - - - - - - Individual correlation c c - - - c 1 2 m BPR Relative Correlation RC RC - - - RC 1 2 Step 3: If RCj ! 0; 8 j, then go to Step 4; otherwise, proceed to Step 5. Step 4: Modify the OCF list Step 5: Calculate the relative weight of the OC Factors. wo RWO = (3) wo i=1 where m is the number of OC factors and wo is the individual weight of the OC factors. Calculate the actual relative weight of the BPR-C as follows: RW ARW = (4) RC1 RWO j=1 Step 6: Calculate the degree of degradation of the BPR-C as follows: D = RW ARW (5) i i i Step 7: Calculate the overall degree of success of the BPR as follows: DOS Overall = D (6) å i i=1 Appl. Syst. Innov. 2022, 5, 66 8 of 16 5. An Illustrative Case Study 5.1. BPR Constructs Findings The presented work identiﬁed 19 BPR and through a panel of experts. This work resulted in a prioritized list of BPR constructs. First, the organizational strategy is the most critical element in implementing BPR, transferring managerial and working experience and knowledge, then leadership. Furthermore, the fourth and ﬁfth elements are communication with stakeholders and IT. In addition, the ranking of BPR constructs in this study can aid practitioners in making decisions when implementing BPR. Moreover, it can help them concentrate on high- intensity elements to develop counter-strategies to overcome barriers when implementing BPR, especially during the initial stages. This opens up the possibility of more new research in the BPR area and assists in building upon the created set of BPR elements. Additionally, different MCDM techniques can be employed to enhance the applicability of the results. The expert panel approach was employed to collect data. A panel of experts ap- proached through the American Society for Quality (ASQ)-Qatar Chapter and a group of Quality Directors in Qatar were surveyed to explore the correlation among them all. The expert panel consisted of 22 experts from all sectors of the Qatar workforce with various years of experience. They were approached through pre-arranged meetings. During each meeting, all BPR constructs and OC factors were explained. Moreover, the details of the input data were discussed with them before seeking their input. Following the interviews, the responses of the panel experts were collected and the reliability of these responses was measured using the Chronobach Alpha test. The Cronbach’s alpha test, also known as the reliability coefﬁcient, measures the internal consistency of a set of responses. Table 4 displays the general rule for interpreting the Chronebach alpha test. Table 4. Chronbach Alpha rule of thumb. Cronbach’s Alpha Consistency a 0.9 Excellent 0.9 > a 0.8 Good 0.8 > a 0.7 Acceptable 0.7 > a 0.6 Questinable 0.6 > a 0.6 Pooe 0.5 > a Unacceptable where a is the test parameter. The test was conducted using IBM-SPSS software. Table 5 reports the statistics of the test. Table 5. Cronbach’s test statistics. Description n % Valid 22 100.0 Excluded 0 0 Total 22 100.0 where n is the number of participants. Table 6 reports the reliability statistics of the Cronbach’s Alpha test. The result exhibits a “Good” level of consistency (a = 0.826). Appl. Syst. Innov. 2022, 5, 66 9 of 16 Table 6. Reliability statistics. Cronbach’s Alpha Cronbach’s Alpha Based on Standardized Items 0.826 0.828 Table 7 details the 19 elements of the BPR and their estimated order of importance, as determined by the proposed weighting method. Table 7. BPR studied elements and their resulted ranking. No BPR Construct Title Criteria Weight Rank 1 Organization Strategy 0.056 1 2 Leadership 0.058 3 3 Customer focus 0.037 16 4 Communication with stakeholders 0.056 4 Reeducating and retraining people who will ultimately 5 0.030 17 work the new process. 6 Conclusive decision-making 0.052 7 Transfer of managerial and working experience and 7 0.060 2 knowledge in the organization 8 Internal Communication 0.046 13 9 Team 0.044 14 10 Project Management 0.048 9 11 Continuous improvement of all processes 0.031 18 12 End-User Satisfaction 0.054 6 13 Ability to Change the Organizational Culture 0.047 10 14 Performance 0.040 15 15 Customer Involvement 0.030 19 16 Business Case 0.049 8 17 IT 0.054 5 The ability to change the reporting structure of 18 0.047 11 the organization 19 Automation 0.047 12 5.2. The Model Findings Following the second and third objectives deﬁned in this research, the model presented herein measures the success of BPR by taking into account the OC factors. By reading the average relative weight of each BPR construct calculated using the above equations in the model, it is found that the highest important construct among all 10 is the organizational strategy. Leadership, the transfer of experience and end-user satisfaction are second, third, and fourth, respectively (see Figure 4). On the other hand, among OC factors, respect for people came ﬁrst as the most important factor, as indicated in Figure 5. Finally, innovation and supportiveness came second and third, respectively. Appl. Syst. Innov. 2022, 5, x FOR PEER REVIEW 10 of 17 14 Performance 0.040 15 15 Customer Involvement 0.030 19 16 Business Case 0.049 8 17 IT 0.054 5 18 The ability to change the reporting structure of the organization0.047 11 19 Automation 0.047 12 5.2. The Model Findings Following the second and third objectives defined in this research, the model pre- sented herein measures the success of BPR by taking into account the OC factors. By reading the average relative weight of each BPR construct calculated using the above equations in the model, it is found that the highest important construct among all 10 is the organizational strategy. Leadership, the transfer of experience and end-user sat- isfaction are second, third, and fourth, respectively (see Figure 4). On the other hand, Appl. Syst. Innov. 2022, 5, 66 10 of 16 among OC factors, respect for people came first as the most important factor, as indicated in Figure 5. Finally, innovation and supportiveness came second and third, respectively. 0.12 0.10 0.08 0.06 0.04 0.02 0.00 BPR elements Appl. Syst. Innov. 2022, 5, x FOR PEER REVIEW 11 of 17 Figure 4. Average relative weights of BPR constructs. Figure 4. Average relative weights of BPR constructs. 0.16000 0.14000 0.12000 0.10000 0.08000 0.06000 0.04000 0.02000 0.00000 OC factors Figure 5. Average relative weights of the OC factors. Figure 5. Average relative weights of the OC factors. The importance of the model is based on the fact that it helped identify the relationship The importance of the model is based on the fact that it helped identify the relation- between each BPR construct and all OC factors individually. As a result of this work, the ship between each BPR construct and all OC factors individually. As a result of this work, ﬁrst BPR construct, namely “organizational strategy,” is highly correlated with innova- thtion, e firsr t espect BPR co for nstr people, uct, nam and elyoutcome “organizorientation. ational strate For gy,saving ” is higthe hly r ceader orrela’s tetime, d with only inno one - va constr tion, ruct espe is ct selected for peopas le,an and illustration outcome oin rieFigur ntatio en6 . .Fo Figur r save in 6 gindicates the readethe r’s tior mder e, on in lywhich one coOC nstrfactors uct is sar ele eccorr ted elated as an ito llus or tr ganizational ation in Figur strategy e 6. Fi,gwhich ure 6 imeans ndicatethat s thethis ordis ert he in or wh der ichof OC factors factor that s aror e c ganizational orrelated to strategy organiza depends tional str on ate for gy,its wsuccess. hich mea The ns tfollowing hat this is T th ables e ord 8eand r of 9 show the rest of the BPR constructs correlated to OC factors. The tables list the order of factors that organizational strategy depends on for its success. The following Tables 8 and importance of each OC element for each BPR element in the study based on the calculated 9 show the rest of the BPR constructs correlated to OC factors. The tables list the order of relative correlation. The highest relative correlation of an OC factor to a speciﬁc BPR importance of each OC element for each BPR element in the study based on the calculated relative correlation. The highest relative correlation of an OC factor to a specific BPR con- struct shows it is the highest important OC factor to that specific BPR construct. In those tables, rank 1 shows the highest important factor in each BPR construct. 0.16 0.14 0.12 0.1 0.08 0.06 0.04 0.02 OC factors Figure 6. Relative correlation of organizational strategy with OC factors. Average relative weight Average relative weight Relative correlation Appl. Syst. Innov. 2022, 5, x FOR PEER REVIEW 11 of 17 0.16000 0.14000 0.12000 0.10000 0.08000 0.06000 0.04000 0.02000 0.00000 OC factors Figure 5. Average relative weights of the OC factors. The importance of the model is based on the fact that it helped identify the relation- ship between each BPR construct and all OC factors individually. As a result of this work, the first BPR construct, namely “organizational strategy,” is highly correlated with inno- vation, respect for people, and outcome orientation. For saving the reader’s time, only one construct is selected as an illustration in Figure 6. Figure 6 indicates the order in which OC factors are correlated to organizational strategy, which means that this is the order of factors that organizational strategy depends on for its success. The following Tables 8 and Appl. Syst. Innov. 2022, 5, 66 9 show the rest of the BPR constructs correlated to OC factors. The tables list the order 11 of of 16 importance of each OC element for each BPR element in the study based on the calculated relative correlation. The highest relative correlation of an OC factor to a specific BPR con- struct shows it is the highest important OC factor to that specific BPR construct. In those construct shows it is the highest important OC factor to that speciﬁc BPR construct. In tables, rank 1 shows the highest important factor in each BPR construct. those tables, rank 1 shows the highest important factor in each BPR construct. 0.16 0.14 0.12 0.1 0.08 0.06 0.04 0.02 OC factors Figure 6. Relative correlation of organizational strategy with OC factors. Figure 6. Relative correlation of organizational strategy with OC factors. Table 8. Relative correlation of BPR constructs with OC factors-group 1. Organizational Transfer of Communication with Information Leadership Strategy Knowledge Stakeholders Technology Rank 1 Innovation Team Orientation Innovation Respect for People Innovation Rank 2 Respect for people Supportiveness Respect for People Attention to Detail Attention to Detail Rank 3 Outcome Orientation Respect for People Supportiveness Outcome Orientation Supportiveness Rank 4 Team Orientation Attention to Detail Team Orientation Innovation Outcome Orientation Rank 5 Stability Innovation Outcome Orientation Supportiveness High Educational Level Rank 6 Supportiveness High Educational Level Stability Stability Stability Rank 7 High Educational Level Stability Attention to Detail Team Orientation Team Orientation Rank 8 Attention to Detail Outcome Orientation High Educational Level High Educational level Respect for People Rank 9 Aggressiveness Aggressiveness Aggressiveness Aggressiveness Aggressiveness Table 9. Relative correlation of BPR constructs with OC factors-group 2. Conclusive Organizational End-user Satisfaction Business Case Project Management Decision-Making Culture Rank 1 Innovation Outcome Orientation Outcome Orientation Team Orientation Respect for People Rank 2 Respect for People Team Orientation Innovation Outcome Orientation Innovation Rank 3 Outcome Orientation Innovation Attention to Detail Attention to Detail Supportiveness Rank 4 Supportiveness Attention to Detail Team Orientation Innovation Outcome Orientation Rank 5 Attention to Detail Stability High Educational Level Supportiveness Team Orientation Rank 6 Stability Supportiveness Stability High Educational Level Stability Rank 7 Team Orientation Respect for People Supportiveness Stability High Educational Level Rank 8 High Educational Level Aggressiveness Respect for People Respect for People Attention to Detail Rank 9 Aggressiveness High Educational Level Aggressiveness Aggressiveness Aggressiveness Average relative weight Relative correlation Appl. Syst. Innov. 2022, 5, 66 12 of 16 6. Results and Discussion To answer the question, “What are the main elements that construct/deﬁne BPR initiatives in Qatar ’s Public and Private Service sector?” the study’s ﬁrst objective was to identify and prioritize the elements of BPR initiatives. Therefore, a panel of experts was formed to study 19 factors and they identiﬁed the top important 10 constructs. They are listed subsequently in ascending order of the most important constructs to the success of BPR implementation: 1. Organizational strategy; 2. Transfer of experience; 3. Leadership; 4. Communication with stakeholders; 5. Information technology; 6. End-user satisfaction; 7. Conclusive decision-making; 8. Business case; 9. Project management; and 10. OC change. Moreover, to answer the second research question, “Does the OC correlate with BPR constructs?”, two objectives guided the work of this study: 1. To assess the relative correlation between the elements of BPR and OC; and 2. To develop an analytical approach to assess the success of BPR initiatives with speciﬁc settings of the elements of an OC. To accomplish this, the results of the ﬁrst research question were used to represent the BPR constructs and OCP factors. An analytical model was created to assess the relative correlation between model elements and evaluated through a panel of experts in Qatar. This resulted in a model that can aid practitioners in ﬁnding the correlation (strong-medium- weak) between elements of BPR on one side and OC factors on the other. The strong correlation sign is given to the three OC factors with the highest correlation with the BPR. The medium correlation is given to the following three elements and the weak correlation is given to the last three OC factors among the nine. In the applied case, it was found that respect for people, outcome orientation, and innovation are highly correlated OC factors with organizational strategy. This indicates that those three elements are very important in strengthening the ﬁrst construct of BPR. To summarize the results collected from this work, the results of this model are exhibited in Table 10. When reviewing Figure 5, it is seen that the leadership construct is highly correlated to three elements: respect for people, innovation, and supportiveness. Transfer of knowledge is correlated highly to respect for people, supportiveness, and team orientation. End-user satisfaction is correlated highly to respect for people, innovation and outcome orientation. The OC construct is correlated highly with respect for people, innovation, and support- iveness. Communication with stakeholders is highly correlated with respect for people, attention to detail, and outcome orientation. The conclusive decision-making construct is highly correlated with outcome orientation, team orientation, and innovation. The IT construct is highly correlated with innovation, attention to detail, and supportiveness. The project management construct is highly correlated with team orientation, attention to detail, and outcome orientation. Finally, the business case construct correlates with outcome orientation, innovation and attention to detail. Appl. Syst. Innov. 2022, 5, x FOR PEER REVIEW 13 of 17 Appl. Syst. Innov. 2022, 5, x FOR PEER REVIEW 13 of 17 Appl. Syst. Innov. 2022, 5, x FOR PEER Ap p R l.EV SyIst EW . IA n n po pv l.. S 2y 0st 22 . ,I n 5,n x o v F . O 20 R 2 P 2,EER 5, x R FO EV RI P EW EER REVIEW 13 of 17 13 of 17 13 of 17 1. Organizational strategy; Appl. Syst. Innov. 2022, 5, x FOR PEER REVIEW 13 of 17 Appl. Syst. Innov. 2022, 5, x FOR PEER Ap p R l.EV SyIst EW . IA n n po pv l.. S 2y 0st 22 . ,I n 5,n x o v F . O 20 R 2 P 2,EER 5, x R FO EV RI P EW EER REVIEW 13 of 17 13 of 17 13 of 17 2. Transfer of experience; Appl. Syst. Innov. 2022, 5, x FOR PEER App lR . S EV yst IEW . Inn ov. 2022, 5A , x p p F lO . S R y st P.EER Inn o R vEV . 20I2 EW 2, 5 , x FOR PEER REVIEW 13 of 17 13 of 17 13 of 17 3. Leadership; 1. Organizational strategy; 1. Organizational strategy1 ; . Orga 1n . izaO tio rg na an l isz tr aa tite on ga yl; s trategy; 4. Communication with stakeholders; Appl. Syst. IA nn po pv l.. S 2y 0st 22 . ,I n 5,n x o v F . O 20 R 2 P 2,EER 5, x R FO EV RI P EW EER A p p R l.EV SyIst EW . In nov. 2022, 5, x FOR PEER REVIEW 13 of 17 13 of 17 13 of 17 1. Organizational strategy; 2. Transfe A rp o plf. e Sy xst p.e A Ir n pi n A p e o lp n .v p S .c ly 2 .e st 0 S ;2 y . 2 st I,n .5 n I,A o n x v n p .o F p 2 v l O .0 . 2 S R 22 y 0 P ,st 2 5 EER 2 ., , I x n 5 ,n F x R o O v EV F R . O 2 P 0 I R EW EER 2 P 2,EER A 5 ,p R x p EV lR F . O S EV Iy EW R st I P EW . EER Inn o v R .2 EV 2.0 2 I A 2 EW p , T p 5l ,r .x a S n F yO st sf .R e I n P rn EER o ov f. e 2 R x 02 EV p 2e , Ir 5 EW i , e xn F c O eR ; 2 P .EER T Rr EV an I2 s EW .f er o Tfr a en xp sfe erri e on f ceex ; p erie 1n 3 co ef; 1 7 13 1o 3f o 1f7 17 13 of 17 13 of 17 13 of 17 5. Information technology; 1. Organizational strategy1 ; . Orga 1n . izaO tio rg na an l isz tr aa tite on ga yl; s trategy; Appl. Syst. Innov. 2022, 5, x FOR PEER Ap p R l.EV SyIst EW . IA n n po pv l.. S 2y 0st 22 . ,I n 5,n x o v F . O 20 R 2 P 2,EER 5, x R FO EV RI P EW EER REVIEW 13 of 17 13 of 17 13 of 17 2. Transfer of experience; 3. Leadership; 3. Lea dership; 3. Lead 3e . rshL ip e;a d ership; 6. End-user satisfaction; Appl. Syst. A In pn po l.v S . y 2st 02 . 2 IA ,n 5 n p,A o p x v lp . . F p S 2 l O y .0 st 2 S R2 y . P ,st I n 5 EER ., n Ix o n v n F .R o O 2 v EV 0 R . 2 2 P 2 0 IEW ,EER 2 5 2,, x A 5 ,p R F x p O EV lF .R O S I P y EW R st EER P . EER IA n n p Ro p EV v lR .. 2 S EV 2 I. y EW 0 st 2 I2 EW . , I T n 5,n r x o a vn F . O s 2f 0 R e 2 P 2 r, EER o 5f , xe R F xO EV pR eI r P EW iEER en c e R;EV 2 . IEW T ran2 s.f er o Tfr a en xp sfe erri e on f ceex ; p erie 1n 3 co ef; 1 7 13 of 17 13 1o 3f o 1f7 17 13 of 17 13 of 17 1. Organizational strategy 1.; Organizationa1 l .s traO terg gy a;n izational strategy; Appl. Syst. IA nn po pv l.. S 2y 0st 2 2 . ,I n 5,n x o v F . O 20 R 2 P 2,EER 5, x R FO EV RI P EW EER A p p R l.EV SyIst EW . In nov. 2022, 5, x FOR PEER REVIEW 13 of 17 13 of 17 13 of 17 3. Leadership; 4. Communication with stakeholders; 4. Communication with sta 4.k ehC ol o d m e4 r m .s ;un C ico am tio m nun wi ic th a ti so ta nk w eh io th ld se ta rs k;e holders; 7. Conclusive decision-making; 3. Lea dership; 3. Lead 3e . rshL ip e;a d ership; AA pp plp . lS . y Sst yst . I.n In no nv o.v 2 . 0 22 02 2A ,2 5 p , ,p 5 x l , . x F S O F yO st R. R P I n EER Pn EER A ov p .R p 2 lEV R .0 2 S EV 2 y IEW ,st I5 EW ., Ix n n F o O vR .2 2 . P 0 EER 2A 2p , T p 5 l ,R r .x a S EV n F yO st s IEW f .R e I n P rn EER o oA v f. p e 2 p R x 0 l.2 EV p S 2e y , Ir 5 st EW i ,. e x In n F c n O e ov R ;2 . . P 2 0 EER 22T , 5 R r,a EV xn Fs IO EW fe Rr P o EER f ex R p 2 EV e . rIiEW en Tc r e a;n s fer of experie 1n 3 1 c 3o e fo ; f1 7 1 7 13 of 17 13 of 17 13 of 17 13 of 17 1. Orga 1n . izaO tio rg na an l isz tr aa tite on ga yl; s trategy1 ; . Organizational strategy; 4. Communication with stakeholders; Appl. Syst. Innov. 2022, 5, x FOR PEER REVIEW Ap pl. Syst. Innov. 2022, 5, x FOR PEER REVIEW A ppl. Syst. Innov. 2022, 5, x FOR PEER REVIEW 13 of 17 13 of 17 13 of 17 5. Informa ti on technology; 5. Information technology5 ; . Infor 5m . atiIn on fo te rm ch an tio oln o g te yc ; h nology; 8. Business case; 4. Communication with sta 4.k ehC ol o d m e4 r m .s ;un C ico am tio m nun wi ic th a ti so ta nk w eh io th ld se ta rs k;e holders; 1. Org1 a.n 1i.z a O ti r O o gn r ag a na l1 i z n s . a tr iz ti a a o te O ti no g r ag n y l a a ;s n ltr isz a tr a te a ti g te o y n g ; a y 1 l.; s tra O te rg ga yn ; iz atio1 n . al sO trr ag te ag ny iz ; a tional strategy; 3. Leadership; 3. Leadership; 3. Leadership; 2. Tran2 s.f er o Tfr a en xp sfe erri e on f ceex ; p erience; 2 . Transfer of experience; Appl. Syst. A In pn A po lp .v p S . ly 2 . st 0 S2 y . 2 st I,n .5 n I,A o n x v n p .o F p 2 v l O .0 . 2 S R 22 y 0 P ,st 2 5 EER 2 ., , I x n 5 ,n F x R o O v EV F R . O 2 P 0 I R EW EER 2 P 2,EER 5 ,R xEV R FO EV IEW RI P EW EER REVI A EW ppA l . p S p y lst . S . y In stn . o Iv n.n 2 o0 v2 . 2 2,0 5 2,2 x , 5 F ,O x R F O PEER R PEER REV RIEV EW IEW 13 of 17 13 1o 3f o 1f7 17 13 of 17 13 o 1f 3 1 o7 f 17 5. Information technology; 1. Organizational strategy1 ; . Orga 1n . izaO tio rg na an l isz tr aa tite on ga yl; s trategy; 6. End-user satisfaction; 6. End-user satisfaction; 6. End-6 us . erE sn ati ds -us fac eti r o sn ati ; s faction; Appl. Syst. Innov. 2022, 5, x FOR PEER REVIEW Appl. Syst. Innov. 2022, 5, x FOR PEER Ap p R l.EV SyIst EW . In nov. 2022, 5, x FOR PEER REVIEW 13 of 17 13 of 17 13 of 17 9. Project management; and 5. Information technology5 ; . Infor 5m . atiIn on fo te rm ch an tio oln o g te yc ; h nology; 2. Tran 2.s 2 fe . rT orf T a e n ra x sn p f2 e s e.r fr e io e rf n o T e c fr x e a e p ; n x e p s rfi e e e rr n i e o cn e f c ;e ex ;2 p . erie T n rc ae n ; s fer of 2 e.x peT rir ea n n cs ef;e r of experience; 4. Communication with s4 ta . keh Co olm de m rsun ; icatio 4n . wiC th o m sta m kun eho icla dti eo rs n ; w ith stakeholders; 1. Org1 a.n iza O ti ro gn a 1a n . l1 i z s . a tr 3O ti .a o r te O g ng r a a L g y n le a ;is a z n tr d a i 3z a e ti . a te ro s ti n g h o a L y in p l;e a ;1 s a ltr .d sa e tr te ra s O g h te ry ig p g ;a y ;1 n .; iz aO tio rg na an l isz 3 tr a . a tite on g La y ela ; s d tr er as te hg ip y;; 6. End-user satisA fa pc pti l. o Sy n st ; . A In pn po l.v S . y 2st 02 . 2 IA ,n 5 n p,A o p x v lp . . F p S 2 l O y .0 st 2 S R2 y . P ,st I n 5 EER ., n Ix o n v n F .R o O 2 v EV 0 R . 2 2 P 2 0 IEW ,EER 2 5 2,, x A 5 ,p R F x p O EV lF .R O S I P y EW R st EER P . EER IA n n p Ro p EV v lR .. 2 S EV 2 I. y EW 0 st 2 I2 EW . , I T n 5,n r x o a vn F . O s 2f 0 R e 2 P 2 r, EER o 5f , xe R F xO EV pR eI r P EW iEER en c e R;EV 2 . IEW T ran2 s.f er o Tfr a en xp sfe erri e on f ceex ; p erie 1n 3 co ef; 1 7 13 of 17 13 1o 3f o 1f7 17 13 of 17 13 of 17 7. Conclusive decision-making; 7 1.. C Oo rg na c 1n l.us izi av O ti eo r d g na e an c l iis s z tr ia oa ti n te o -m n ga y a7 l;k .s i tr ng aC ;te o gn yc 7 1 ;l ..us iv C O eo r d g na e cn c lus iis zii a o v ti n eo - m d ne a a c lk is s itr n io g a n ;te -m gy a;k i ng; 10. OC change. 6. End-user satisfaction; 6. End-6 us . erE sn ati ds -us fac eti r o sn ati ; s faction; Appl. Syst. Innov. 2 022, 5, x F OR PA EER ppl. R S EV yst .I EW Inno v. 2022, 5, x FOR PEER REVI EW Appl. Syst. Innov. 2022, 5, x FOR PEER REVIEW 13 of 17 13 of 17 13 of 17 3. Lea3 d.e 3 r.s 5 h L .i e p L a ;e d In a ed r f 3s o e .h r rs m ip ha L ;i p ti e ;a o d n e te rsch hin po ; l o 3g . y 5.; L eIn ad fo er rs m ha ip ti;3 o .n teL 5 c.h e a nd oIn e lo rs f g o h y r i;p m ; a tion technology; 2. Tran 2.s ferT orfa e n2 x s.p f 2 e e.rr io T efr n T a e cn r x ea p s ; n fe e s rr fi e e o r n f o cee fx ;e px e 2 p r.i ee rn ie c T n e rc ;a e n ;2 s. f er o Tfr a en xp sfe erri e on f ceex ; p erience; 4. Com4 m . unC ico am tio m nun wi ic th a ti so ta nk w eh io th ld se ta 4 r.s k ;e hC ol o d m er m s;un ication with stakeholders; 1.1 . OO rg rg an an izia zti ati oo n 1 n a . l a s l tr sO tr ar te ag te g ag y ny ;1 i z .; a tio O nr ag l a sn tr iz aa te ti go y 1 n .; a l sO trr ag te ag ny iz 1 ; a . tion Oa rlg s atr na iz te ag tiy o;n a l strategy; 7. Conclusive decision-making; 3. Leadership; 3. Lead 3e . rshL ip e;a d ership; 8. Busines A sA p p c pla p . ls S . e y S; st y st . I.n In A no n p v o p .v l2 .. 0 S 22 y 02 st 2,2 .5 ,I ,A n 5 x ,n p x o F p v l O F .. O S R 2y 0 R P st 2 EER P 2 . ,EER I n 5,n x R o v EV R F . O EV 20 I R EW 2 I P 2 EW ,EER 5, x R FO EV RI P EW EER R8 2 EV .. I A EW pB T plus r . a Sn y i2 n st s.e f . e Isn r s A n o T p c ov p f a r. ls a .e 2 e S n x 0; y 2 p s st 2 f e ,e . r 5 Iri n , e o n xn o f F v c O e .e x 2 R ;0 p 8 2 P e . 2 EER r , i 5e , n x B R c F us EV e O ;i R I8 2 n EW .. P e EER s s B T c a R us rs a EV e n i;n s IEW e f e sr s o cf a s ee x;p erie 1n 3 1 c 3o e fo ; f1 7 1 7 13 of 17 13 of 17 13 of 17 13 of 17 1. Organizational strategy; 7 1.. C Oo rg na cn lus izi av ti eo d ne ac l is str ioa n te -m gy a7 ;k . i ngC ; o nc 7 1l..us iv C O eo r d g na e cn c lus iis zii a o v ti n eo - m d ne a a c lk is s itr n io g a n ;te -m gy a;k i ng; Moreover, to answer the second research question,4 “ . Doe C so th m 4e .m 4 O .un 6 C C . i o c c C o m ao ti r E m m ro n e4 n un d m l.a -w te un us ic i w th C a e ic ti ro i a th s o s m ti ta a n o ti m B k w n s P e un f iw h R a th o c i iti c l th s d a o ta e ti n sr 4 k o ta ;s .e n ;6 k h . w e oh C lid o th o E e lm d r n ss e ta d m ;r -s k un us ;e h e ic o ra 4 ls d ti .a e o ti rn s sC f 6 ;w a .o cim ti th o m E n sn ta un ; d k -ius e ch ae o tir lo d s n e a r ti w ss ;i fth a c s tita on k;e h olders; Appl. Syst. Innov. 2022A , 5 p,p x l. F SO yst R. P In EER nov .R 2EV 022 IEW , 5, x FOR PEER REVIEW Appl. Syst. Innov. 2022, 5, x FOR PEER REVIEW 13 of 17 13 of 17 13 of 17 3. Lea3 d.e rsh Lie pa ; d 3 e . r 3s.h L ip eL ;a e d a ed rs eh rs ip h;i p ; 3. Lead 3e . rshL ip e;a d ership; 5. Infor 5m . atiIn on fo te rm ch an tio oln o g te yc ; h nology5 ; . Information technology; 2.2 . TT ra rn an sfse fr e r o f o f e 2 x e.p x p er e 4 iT r e .i r n ea n cn e c C s ;e f o ;2 e m .r o m f un T er xa ip c n e a s r ti fie e or n n o c w e f ;2 e ith .x p s eta T r 4i.r e k a n en c h s C e o f;e l o 2 d r m . e o 4 r m f.s ;e un T x rp C a ic e n o a rs m iti f ee o n m rn c un o e w f ; e i i c th xa p ti s eo ta rn ie k n w ec h ie o th ;l d se ta rs k;e holders; 8. Business case; 9. Project management; and 1. Org1 a.n 1i.z a O ti r O o gn r ag a na l1 i z n s . a tr iz ti a a o te O ti no g r ag n y l a a ;s n ltr isz a tr a te a ti g te o y n g ; a y l; s trategy; 1. 1. Org O arn gia zn ai ti zo an tia oln sa tr l a ste tra gte y;g y; 9 3.. P Lr eo a jd e 3e c . r t sm hL ia p e n ;a ad ge er m sh ei n p t; ; a n 9d . Proje 9 3c .. t mP L ar e no a ajd g ee c er t m sm h ei n a p n t; ; a a g n ed m e nt; and ApA plp . p Sly . st S2 y . .st I n . n IA o nT v n p.o r p 2 v a l.0 . n 2 S 22 y s 0,st f 2 e 5 2 ., r , I x n 5o ,n F f x o O v e F R .x O 2 P p 0 R EER 2 e P 2r,EER i 5 e ,R n xEV c R F eO EV ; I EW R I A P EW p EER pl . S R y8 2 st EV ... II A n EW n pB T o pA v lus r .. p a S 2 pn y 0 iln st .2 s S 2 e f . y ,e Is n 5 st r s ,n . o x c o I v n f a F . n s O e 2 o e x 0 v R ;2 p . P 2 2 e ,0 EER r 5 2i ,2 e x , n 5 R F ,c O EV x e R ;F I 8 O P EW .EER R P EER B Rus EV R iI8 2 n EV EW ..e s IEW s B T ca us r s ae n i;n s e f e sr s o cf a s ee x;p erience; 13 1o 3f o 1f7 17 13 of 17 13 of 17 13 o 1f 3 1 o7 f 17 5. Info 5 r.m 5.a ti In oIn fn o r f te o m r c 5a m h . ti n a o o ti n lIn o o te n g fo y c te r ;h m c n h o an ti lo o o g ln o y g ;te y 5 c .; h no In lo fo gr ym ; a tion 5 .te ch In no fo lo rm gy a;ti on technology; constructs?”, two objectives guided the w1 o.r k o O f r tg ha is n s iz tu ati do yn : a l strateg 7y . ; Conclusive de 1c . isioO nr -m ga 7 a n .k ii zn ag C ti;o o n na cllus str iv ae te d ge yc 7 1 ; i..s ion C O -o m rg na a ck n lus iin zi g av ti ; eo d ne ac l is str ioa n te -m gy a;k i ng; 4. Com 4.m un Cio cm ati 4 m o . 4 n un . w C ic io th C am ti o s o m m ta nun m k w e un i ih c th o a ic l ti s d a o ta e ti n r 4 k o s .w e n ; h i w o th C lid th o se ta m r s4 s k ta m ;.e k un he oh C l id c o o a e lm d ti rs e o m ;rn sun ;w i ic th a ti so ta nk w eh io th ld se ta rs k;e holders; 6. End-6 us . erE sn ati ds -us fac eti r o sn ati ; s faction; 6. End-user satisfaction; 9. Project management; and 3.3 . LL ea ed ad er es rh sh ip ip ; ;3 . 5L . ead In er f 3s o .h rm ipa L ; ti e a od ne te rsch hin po ;3 l. o gyL 5 ; .e adIn ers f 3o h . r i 5p m . ; a L ti eIn a od n fo e te r rs m ch h a in p tio ;o ln o g te yc ; h nology; 10. OC change. 2. Tran 2.s 2 fe . rT orf T a e n ra x sn p f2 e s e.r fr e io e rf n o T e c fr x e a e p ; n x e p s rfi e e e rr n i e o cn e f c ;e ex ; p erience; 2. 2. TraT nrsa fn er s fo ef r e ox fp ee xrp ie en riceen ; c e; 1 40 . . O Co Cm c 4 m h . aun ng C ie co .a m tio m nun wi ic th a ti so ta 1n 0 k .w e h iO o th lC d s e ta c 1 4 r h 0 .s k a ;.e n h g O C o el o C .d m e cr m h sa ;un n gie c.a tion with stakeholders; 3. Leadershi 1p . ; Org1 a.n iza O ti ro gn a 1a n . l1 i z s . a tr 9 3O ti ..a o r te O g ng r a a P L g y n lr e a ;i o s a z n tr jd e a iz a e c tia te r t o s ti m n g h o a y ia n p l;n a ;1 s a ltr . g sa e tr te m a O g te ery n g g ;t; a y 1 n .;a in z 9d a . O ti o rg n Pa a rn o l i jse z 9 3 tr c a .. t a tite m on g P L aa y r e no la ;a js d g e tr e c er t a m s te m h eg i n a p y n t; ;; a a g n ed m e nt; and 6. End 6-.us 6.e r E n sE a d n ti -d us sf-6 a us e .c rti e so ra E n s ti n ;a s ti d f a s -us c fa tic e o ti r n o s ; n a ti ; s 6 f.a ctiE on nd ; - user sa6 ti . sfac Eti no d n -;us er satisfaction; Appl. Syst 2 . .I A nn pA o pT v lp .. r p S 2 a ly .0 n st 2 S2 y s . ,st f I n e 5., n r Ix A o no v n p F .f o p O 2 v le .0 R . x 2 S 2 P 2 p y 0,st EER 2 e 5 2 .r , , Ii x n 5 e ,n R F n x o O EV c v F e R .8 O 2 ; I . P EW 0 R EER 2 P 2, EER B A 5 ,p R us x p EV lR F .i n O S EV Iy EW e R st s I P EW s . EER Ic na n o s v e R .2 ; EV 2 .0 2 I2 EW A , T p 5p ,r lx a . S n F8 y O sst .f R e . I P rn EER o n Bo fus v e . R x 2 in 0 EV p 2 e e 2s Ir ,EW s i 5 e ,c n x a c F se O e;; R 8 2 .. P EER B T R us ra EV n in s IEW e fe sr s o cf a s ee x;p erience; 13 of 17 13 1o 3f o 1f7 17 13 of 17 13 of 17 13 of 17 5. Info 5 r.m ati In ofn o r te 5m . c 5a h . ti n 7In o .o n lIn fo o te g r f C o m y co r ;h a n m n ti c 7 o a lo .us ti ln oo g ite n v C y e c ;te o h 5 d n c .n e c h o c ln us l io s o In ig l io o v f y n o g e ;- r y 5 m d m .; ea a ck ti is i In o n io n g fn o ;te - rm m ch a a 7 n k ti . o io n ln o g C g ;te y o c ;n h c n lus olo iv ge y ;d e cision-making; 1. To assess the relative correlation betw 1.e enO th rg e a en le iz m ae tin ots na o l fs B trP aR te g a 1y n . ;d O O C r;g a an nd iz a tional strategy; 1. Organizational strategy; 4.4 . CC om om m m un un icia cti a 4ti o . o nn w C w io th im th s m ta s4 ta un k . k eih e ch o C al o ti o d lo m d en r e m s r w ;s un ;i th ic s a 4 ta ti . k oe nh C w o olim d th e m r ss ta un 4 ; .k ie ch aC o til o o d m n e r m w s;iun th is cta ati ko en h o w ld ith er s s;ta keholders; 10. OC change. 6. End-user satisfaction; 6. End-6 us . erE sn ati ds -us fac eti r o sn ati ; s faction; 3. Lea3 d.e 3 r.s h Lie p L a ;e d a ed r 3s e .h rs ip hL ;i p e ;a d ership ; 3. 3. Lea L d ee ard se hr is ph ; ip ; 5. Infor 5m . atiIn on fo te rm ch an tio oln o g te yc ; h nology5 ; . Information technology; Moreover, to answer th 4e . sec C oo nm d m reun sea 2 ic r . a ch ti o T qn ue r a w n 2 si .t s th ifo e n rs T ,ta o r “ fa k D e n e2 x o s h .p e f o 2 e s e l.r r d th 1 4 io T e e 0 . f e r r n . T s a e c O ;n r x e O C a C p s ; n f o C e e c s m rr f o i c e e r o m h r n rfa e un o ce n le fa x g ;e te i p e c x e .a 2 p w r ti .i ee o ir th n n ie c T n w B e rc ;P a ie th n R ;2 s . fs e ta 1 r0 k o T .e fr h a e O o n xlp C sd fe e e c r 1 4 r r h i0 . s e o a ;.n f n ce g O C ex e ;o p C . m e c rm h ie aun n n cg e ie c ; .a tion with stakeholders; Moreover, to answer the seco M no dr e re os v ee ar M r,c to o hr q e ao ue nv sw s et ri e ,o r to n th , a “ e n D s so e w c ee o sr n th th de e r e O s se C ec a o c ro n ch r d r e q rl e ue a ste esa tw r io cih n th ,q “ B ue D Po s R t ei s o n th , e “ D Oo Ce c s o th rre e l O ate C c w oirth re lB aP te R w ith BPR 7 1..1 . C OO o rg n r7 g a c.n l a 7 1 us n i..z ii a z C v ti a o e C O ti o n d o n o r cg e n n a lus c a l a c 7 1 in ls l..s us itr ii s v z o tr a e i a n v te a C O ti d -e te m o o g r e d g n n g y c aa e ia c y ;k s n c ll;i i us io i n s s z tr n i g i a o v - ;a ti n m e te o - a m d n gk e a y 7 a ic l.;n k is s g i tr n i;o g a C n ;te o -m n gc y al;k us i n iv ge ; 7 1 d .. ecis C O io o rn g n- a cm n 1 lus .ia zk i av iti n O eo g r d n ;g e a a c ln is sitr iz o a a n ti te -o m gn y a a ;k l i s n tr ga ; te gy; 3. Leadership; 9. Project manag 3e . meL ne t;a a d 9 n e .d rs h P ip r;o j ect manag9 3 em .. en P L t; r e o a ajd n ee d cr t sm hia p n ; a gement; and 2. Transfer o 6f. exp Ee nrd i6 e -.n us ce e 2 ;r E . n s a d ti - T 6 us s.r f 6 a a e .n c r 8 ti s E .s fo n e a E n r ti d n ;o s - B d us f fus a -e us c ex i ti r 8 n p e o .s e e r n a s rs ti ;s i a e s B c ti n fa us a c s 6 sc f e e .a i ti ;;n c o e ti n s E o ;s n n c d ;a -6 sus e . ; e rE sn ati ds -us fac e 8 2ti r .. o sn ati ;B T s us r faan ic n s ti e fo e sr n s ;o c f a s ee x;p erience; 2. To develop an analytic A a plp la . p Sy p st r.o IA a nn c po h pv l .. to S 2y 0 st 2 a2 .s ,I s n 5e ,n s x os v F . t O 2 h 0 R e 2 P 2 s ,EER A uc 5,p x p c lR e F . O s S EV s y R st I o P EW . fEER I n B n P o vR R . EV 2 i0n 2 I A i 2 EW ti p , p 5 al , ti .x S v F ye O sts .R Iw A n Pn p EER io p tv lh .. S 2 s R y 0p st 2 EV e 2 . ,- I In 5 EW A ,n x p o v p F .l O .2 S 0 R y 2 st P 2,.EER 5 In , n x o R F vO EV . 2 R 0I 2 P EW 2 EER , 5 , x R F EV OR IEW PEER REVIEW 13 of 17 13 of 17 13 of 17 13 of 17 13 of 17 13 of 17 5.5 . In In fo fr om rm ati ati on on te 5 .te ch ch n In n ol o fo o lg o rm g yy ;5 a .; ti on In te fo cr h m no ati loo g n y 5 .;te ch In no fo lo rm gy a 5 ;ti . onIn tefc o h rn m oa lo tig oy n; te chnology; 1. Organization 1a . l str O ar te gg ay n;i z ationa 7l. stra Cte on gc yl;us ive decision-ma7 k . ingC ; o nc 7 1l..us iv C O eo r d g na e cn c lus iis zii a o v ti n eo - m d ne a a c lk is s itr n io g a n ;te -m gy a;k i ng; 4. Com 4.m 4.un Cio c C m ao ti m m o4 n un m . 6 w un i.c ith C a ic ti o a E s o m ti ta n no d m k w n -6 e un us i .w h th o e i ic l th rs d a E ta se ti n a sr k o ta ti d se n ;s -k h us f w e a oh c e liti d o th r o e ls d r n a ss e ta ti ;; r s s k f;e a h cti o4 o ld .n e ;4 r.s C 6 ; .o m Co m E m n un d m -iun us cae ti ic ro a s n ti a o ti w n sif th w ac is ti th ta o n k sta ;e h ko elh do elrd se ; r s; Moreover, to answer the second research question, “Does the OC correlate with BPR 3. Lea3 d.e rsh Lie p a ; d 3 e . r 3s.h L ip eL ;a e d a ed rs eh rs ip h;i p ; 3. Lead 3e . rshL ip e;a d ership; constructs?”, two objectives5 g . uid In ed fo th rm ea w tio on rk te oc fh tn ho isl o sg tu yd ; y : c 5o . nstr In uc fots rm ?” a,ti tw on o te ob ch jen co tilv oe gsy c g ; o ui nd str ed uc th ts c 5e o ? . ” n w ,s o tw tr In ruc k f o o o ts o rfm b ? t” jh a e,ti i c tw s ti o s v n tu o e te s o d b g c yh jui :e n c d o tie lv o d e g s th y g ;e ui w do erd k th ofe t w hio s rsk tu od f y th : i s study: 8 2..2 . B TT us ra rn 8 a in .n s 8 2 e fse ..s f r 1 e sB r 0 o c us .f o a B T s f e us r i e O a x n e;n p x e iC 8 2 n p s s e.. e s fr e c e s ih r c e r s ia a n e o B T c s n n c f a e us r g e c ;s a e ; e e e n x i .;;n p s e f e e s rr s i e o cn f a c s ee e x ;8 ; p . e 1r0 ie .B n us c O eiC ;n e cs h sa c n ag 8 2 se e .. .; B T 10 us ra . n in s O 2 e f.e C s r s c o ch T f a a r s ea e n xn ;g p s e e f.r e ire n of c e e;x p erience; 4. Communication with stakeholders; M ore 4o . ver C , o to m a m ns un wiecra th tio en s e w cio M th no d sr ta e 4 re o .k s v e ee h ar M C o r,c l o to o d h m r e q e a r m o ue n s;v s un w s e t ri i e ,c o r to a n th ti , a o “ e n n D s s o e w w c ei e o s th r n th th d se ta e r e O k s se C e ec h a o c o ro n c ld h r d r e e q rrl e ue s a s ;te es a tw r io cih n th ,q “ B ue D Po s R t ei s o n th , e “ D Oo Ce c s o th rre e l O ate C c w oirth re lB aP te R w ith BPR 3. Leadershi 7p . ; Con 7 1c..l 1 us . 3 iC O v . o e r O g n d r a c L 7 g e n l.e us c a 7 1 ia iz n ..s d i a i 9 iv z C e o ti .e a r n o o s C O ti d -n n h m o o r e a c P ig n n p c ll a r us a ia c ;o s k s n lltr ji ius i e o i n 9 s v z a c tr .n g e i a te t v - ;a ti m m d g e te o e P y a a d n g c ;r n k e ia y 7 o s a i c l.;n ji g i e o s s g c e tr n i;t m o -a C m n m te e o -1 n a a m n g .n t; k c y 7 a a i l.;a n k us g n g i O e n d i ;m v r g C g e ;e o a 1 n d n n .t; e c i z c 1 la us i a .n s O 9 3 ti id io ..o v r n g n O e - a a m r d P L n lg e r e is a a z c o a tr k n i a jd s e ia i ti n iz e c te o o g a r t n n s g ti ;m h -a y o m ia l;n p n s a a ;tr a k l g ia s n e te tr g m a g ; te e y n ;g t; y ;a n d cific settings of the elements of an OC. 6.6 . EE nn dd -us -us er e r s a sti a6 ti s.f sa fc ati c Eti o no n d n ;- ;us 6 e . r sa E ti n sd fa -us ctie or n s ; a6 ti . sfac Eti no d n -;us e 6r . sati Es nfd ac -us tioen r; s atisfaction; Appl. Syst 2 . .I nnA oT v p.r p 2 a l.0 n 2 S2 y s,st f e 5., r Ix A no n p Ff o p O v le .R . 2 x S 2 . P p y 0 st EER 2 e2 .r ,Ii T A n 5 e ,n p R r n x o p a EV c v ln F .e . O S s 2 ; I y EW f 0 R e st 2 P 2 r . , EER I o n 5f ,n x o e v R F x .8 O EV p 2.0 R e 2 I A r P 2 EW ip ,EER e B p 5n l ,us .c x S e R F y i;n O st EV e .R Is I n P EW s A n EER p c ov p a .ls .2 e S R 0; y 2 EV st 2 ,. I 5 I EW n , n x oF vO . 2 R 0 8 2 P. 2 EER , 5, x B R F us EV Oi R I8 2 n EW .. P e EER s s B T c a R us rs a EV e n i;n s IEW e f e sr s o cf a s ee x;p erience; 13 of 17 13 of 17 13 of 17 13 of 17 13 of 17 13 of 17 5. Info 5 r.m 5.a ti In oIn fn o r f te o m r c 5a m h . ti n 7 a o .o ti n lIn o o te n g f C o y c te o r ;h n m c n c h 7 o a l.n us ti lo o o g l in o v C y g e ;te o y d n c ; e c h c ln us is oil io o vn g e- y m d ; ea ck is in io g 5 n ;. - m 5.a In 7 k . i fn o In g rf m C ;o o r an m tic o a ln us ti o te in v c e h te d n ce o hc ln o is o g ilo y on ;g - y m ; a king; constructs?”, two objectives guided the work of this study: 4. Com 4.m un Cio cm ati 4 m o . 4 n un . w C ic io th C am ti o s o m m ta nun m k w e un i ih c th o a ic l ti s d a o ta e ti n r 4 k o s .w e n ; h i w o th C lid th o se ta m r s4 s k ta m ;.e k un he oh C l id c o o a e lm d ti rs e o m ;rn sun ;w i ic th a ti so ta nk w eh io th ld se ta rs k;e holders; 6. End-user satisfaction; 6. End-user satisfaction; 6. End-user satisfaction; 5. Informati9 3 o..3 n . teP L cL r h eo a e nj9 d a e o .d e c l9 3 o r t e ..s g r m h s P yh ia ;r p P L i n o p ;r e j a e ;o a g cjd e e t 9 3m e c m .. r t e s a m h n n P L it; a a p r e n g ;a o a a e n jd g e m d e c e r t e m 5 s n m .h e t; i n a p a n t; In ;n a a d g f 9 n o e .d r m m e a P nti r t;o o a jn en cte d t c m ha nn o 9 3 a l..o g g em yP L 5 ; e .r e n o ajt; d e In e c 3 ar t .n s fm o d hr i a p m L n ;e a a a g ti d e o e m n rs e te h n ic t; p h ;a n n od lo g y; 1. To assess the relative correlation between the elements of B 1 co P . n Rs tr a Tn uc od a ts O ss ?C e ”s ;, s a tw n th d o e o rb elje ac titi vv ee c so 1 c g ro .r ui n el d sa tr e T ti d uc o o n th a ts 1 c sb e s o ? . e e ” n w t s ,s w s o tw tr T t e ruc o h k e o e n a o ts o s r f tb s e ? h te l ” jh e e a s , i c ti s e tw s ti v l te s v h e tu m o e e c s o e d o r b n g e r yljr ui ts :e a e c ti l d o ti a v e fti v e d B o e c P s n th o R g r b er ui e a e w tn l d w a o d e ti e r d O k o e n n th C o f t b ;e h t e a w h e t n w ie d o sl e r e sk e tu m n oe d f tn h y tts h e : i e s ol f e s tu m BP e dR n y ts :a n od f B OP C R ; a an nd d O C; and 8. Bus8 2 in .. 2 e.s sB T cus ra T as n r ie 8 a n s;.n e f 8 2 e s s..r s f e o B c rf a us o B T s ef e us r x i ;a n e p n x e i e n p s s re s fi e e e s r c r n s ia e o c c sn e f a e c ;;s e e e x ;8 ; p . erie B n us c 2e .i ;8 n . e s T sr B c aa n us 2 sse .f i ;n e 2 r e . s o T sfr c a e T a n xr s p sa e fe n ;e rr s i f e o e n f r c e o ex f ; p e e xrp ie en riceen ; c e; 4. Communication with 4 s.ta ke M C ho o om lrd e 1 m e o 0r v .un se ; r O i ,c C to ati c 1 a o h 0 n n a .s n w w g O i e e th r C . th s cta h e a k sn e eg c h M o e on .o l d d re e r o re s v s ;e e r a,r to ch a q 1 4 n ue 0 .s .w st e M O C ir o o C o th n m r ,c e e “ m h o D s a v un e n o e cg e r o i,e s c n to .a th d ti a r e o e n n O ss e w w C a r i e c th c r o h th r s r q ta e e ue l k a se te e st c h i o w o on n lid d th , e “ rr D e B ss ;P o ee R as r c th h eq O ue C s tc io or nr,e “ la D te o e w s ith the B O PC R correlate with BPR 7.7 . CC on o 1n c.l cus lus iO v iv e rg e d a 7 1 d e n ..c e 1 iiz c .s i a 9 is C O o ti .i o n o o r O n - g n n m r - a a c P m g n ll a r us a 7 1 i o s k a z n tr ..jk i i e a i n v i z a c ti n g e a te t o g ; C O ti m d n g ; o o r e a y a g n n c l;n a ia c s s a n lltr ius g o isz a e tr n i a te m v -a ti m g e te e o y 7 n a d n g .;t; k e a y 1i c l.;a n is n s g C 9 tr id ;o .o a O n n te r -cm g g P lus a y r a n 7 o ;k i.i jv e i z 9 n c e a . g t ti d C ;m o e o n P c 1 a n ia .r n s c o li a lo js us g etr n O c e- i t a m v m rte m g e e a a g n a d k n y n t; e ii;n a z c a g i g a n se ti ;i d m o o n n e -a n m lt; s a tr a kn ian d te g g ; y ; 3. Leadership; 3 . Leadership; 3. Leadership; To accomplish this, the results of the first research6 q . ues Eti no d 6 n -.us 6 w .e er E r e n sE a d u n ti -sd us s ef-d 6 a us e . c r to ti e so r a r E n s ti en ;a p s ti d f ra s - eus c f sa ti ec e n o ti r n t o s ; n a ti ; s faction; 6. 6. End E- n us d-eus r s ea rti ss afti ac sf ti ao cn ti;o n ; 8. Busi8 n.e ss B ca us se i;n e ss case; 8. Business case; 5. Info 5 r.m ati In ofn o r te 5m . c 5a h . ti n In o on lIn fo o te g r fo m y cr ;h a m n tio a o ti ln oo g te n y c ;te h 5 c .n h on lo o In g lo f y o g ; r y 5m .; a tiIn on fo te rm ch an tio oln o g te yc ; h nology; 7. Conclusive decision-making; 7. Conclusive decision-making; 7. Conclusive decision-making; 1. To assess the relative correlation between the elements of BPR and OC; and 6. End-user 1 4 s0 .4 a ..ti sO C fa C o C cm o ti 1 c m o 0 m h 1 4 n .m a 0 .un ; n .un O gie C c O C i.a c o C c ti am h ti o c a 1 4 o n m h n 0 .n a w .g un n w e ig .th O C i ie c th o C . a s m ti ta s co ta m h k n a 6 k e un n .w h e g h o i ie c l o th d .a E l d e ti n sr 1 e o ta d s 0 rn ;-s .k us ; w e h O e io th rC ls d a s ce ta ti h rs a s k f;n e a g h ce ti o.1 4 o l d 0 .n e .; rs O C 6 ; .o C m cm h E 4a .n un n dg -ius C e c.a o e ti m ro s m n a un ti wsifth ia cc a s ti ti ta o on k n;e w h o ith ld e sr ta s;k e holders; 2. To develop an analytical approach to assess the success of2 .B PR T io n d iti ea vti ev lo ep s w an it a hn sa p ly e- tica 2l. app Tr oo d a2 c eh .v e to lo T p a o s a s d e n e s v a s e n tlh a ole p y s ti a uc c na c l a e n a sp a sl p y orti fo c B aa P clh R a to p in p ia r ti s oa s ati e cs v h se to t sh w e a s ists uc h e ss c sp e t s eh s - eo s f uc BP cR es s in o iti f a Bti Pv R e s in w iti it ah ti v sp es e -with spe- 9. Proj9 3 e..c 3 t . m P La r eL n o ae ja d e 9 a g e c .d e r t 9 3s m e m ..h re s P ia p h n r n P L ;i o t; a p r e j g e ;a o a c e n jd e t m d e c m r t es n a m h n t; ia a p a n g ;n a e d g m 9e . e m ne t; P n a r t;o 3 n a .jd e 9 n c .d t L m eP a ar n d o 3 a e .jg e rs c 3 eh t m . L im p e e;n a a L n t; d ea e a a g rd n s ee d h m r i s p e h ;n it; p ;a n d 5. Information technolog c 5y o . ;n s tr In uc fots rm ?” a,ti tw on o te ob ch jen co tilv oe gsy c g o ; ui n sd treuc d ts th?e ” ,w tw oro k o oc 5 b fo .jt e n h cs iti s tr In v s uc e f tu o sts r d g m ? y ui ” :a ,d ti tw e od n o th te oe b c h jw en co o ti r lv k oe g o sy f g ;t ui h id s e sd tu th dy e: w ork of this study: 1. To assess the relative co1 r.r elaT tio o n a 1 sb s . e et sw sT t eo h e e n a s rts e h e le a s ti s e v lte h e m e c e o rn e rlr ts a eti lo a v fti e B o c P n oR r br e a etn lw a d ti e O o en n C t b ;h e ae t n w e dle ee m ne tn hts e e olf e m BP eR n ts an od f B OP C R ; a an nd d O C; and 4. Commun8 ic .8 a . ti 4o .B n B us us w C 2 in i .i o th n e m s e s s s m T ta s cr un a c a k s a n e e 8 2 s is h ;c e ..f o a 2 ;e l ti .r d 1 o o B T e 0 n fr us r . T s a e w ;n r x i O a n i p s th n e fC e 8 2 e s s r ..r s fs i c e e ta o h c r n f a a k o c B T s e n e e f e us r x g h ;;a e p e o n x i e .n l p s r d e fi e e e e s rr r n s i s e o c c ;n e f a c ;8 s e e e .x ;2 ; p . eB r 1i0 us e T .n r ic a n O e n e ; C s s8 s f. e c c 1 4 rh a 0 . o a s .B f e n us ;e g O C 2 x e .i o p C .n m e e c rs m h T is e a r un n c a n a c n g e s is e c e ;f .a ;e ti r o on f e w xi p th er s ie ta nk ce eh ; o lders; the BPR constructs and OCP factors. An analytical model was created to assess the r M elo ar ti ev oe v er M , to or e ao nv sw ere , r to th ae n s se w ce or n th d e re s se ec ao M rn co h dr q e re o ue s v es e a t rr i,o c to h n , q a “ue n D so w st ei e s o r n th th , e “ e D O so e C c e o c s o n th r d re e r l e O a ste C ea c w ro cih rth r e q lB ue aP te s R tw i oin th , “ B D Po R e s the OC correlate with BPR 7.1 . CO on r7 g c.l a 7 1 us n .. iiz C v a o e C O ti n d o o r cg e n n lus c a a c 7 in ll.s us iii s v z o tr e i a n v a C ti d -e te m o o e d n n g c ae ia c y 1 k s c ll.;i ius io n s s tr n i g io v - ;a O n m e te r - a m d g gk a e y a in c ;n k iis g i z n i;a o g ti n ;o -1 m n . a alk siO tr nr g ag ;te a 7 1 g n .. y iz 7 ; a . C O tio o rg n n Ca a c o n 1 lln us .is c z tr li a us v a ti O e te o i v r d n g g e e a y a c l;d n is s e itr iz c o i a a s n ti te i-o o m g n n y a -a m ;k l i s a n tr k gia ;n te gg ; y ; 9. Proje 9c . t mP ar no ajg ec et m m en an t;a a g n ed m e nt; an 9d . Project management; and 6. End 6-.us er E n sa d ti -6 us s.f 6 a e .c rti E so n a E n ti d n ;s - d us f a -us c eti r e o sr n a s ti ; a s ti fa s 6c f.a ti c o ti n E o ; n n d ; -6 us . erE sn ati ds -us fac eti r o sn ati ; s faction; 8. Business case; 8. Business case; 8. Business case; 2. To develop an analytical approach to assess 5 .5 t h . e In sIn uc fo fc r o e m r 5 sm .s a ti a oti o f In n o Bn P f te o R te r c 5 m h c .i n h n a in o ti ti l o In o a o lti n g o fo v g y te r e y ; m c s ; h a w n ti io t ol h n o g ste p yc e ; h - nology; 5. Inform 5. atio In nf te orcm hn ati olo o n g y te ; c hnology; cific settings of the elem 7.e nts C o of n a cn lus O iC ve . decision-making; 7. Conclusive decision-ma7 k . ingC ; o nclusive decision-making; cific settings of the elements co if fi c a n s e O tti C n c . i g fs ic o s fe ttti he n e glse m ofe tn htes e olf e m an e n OtC s .o f an OC. 10. M OC or 1 4 c e 0 .h o 4 .a v . n e M O C g r,o e C M C o to .m r o c o e 1 m m h a o r 0a n e 1 4 v .un m n o 0 .s e w v .g un r O i,e e c e C to r .M O C a r i ,c ti o C th to c a o a o m h ti r n n e c a e a o s m h n o n s w w n a e v g s un n i c e w w e e th o r g r .i i e n ,e th c th r s to .d a ta e th ti s r 1 a k o s ta e e 0 n e e n s .k s c s e h e w w o e a o c h n r M O li e o c d o th d r C h n o 4 e l d th r d r .r q s c e e 1 s e ta h ue e s r ;o 0 r e e a s v .k s C a s ;n s e e e e r to g c r h O i c ao o ,m e h o r C to n .n c 4 l m q d h d , . c ue a “ e un q h 4 r n r D e ue a .s s s M C s o ;n itw e c ie s o g o a a o s t e m C e n ti r i r r o .th c e o , o m th h n o “ m n e ,v D un q e “ O m w e ue o D s rC i iun e e ,c th o s s c to a c t e o th ti i io s s c o n a o ta r a n e th d n r n ti ,e k s O r e o l “ w w e e a C n D O h s te i e e o th o w C r c a l e w o d th r ic s s r th c e i ta o r e h th th r e r s k s s l r q e ;a ta e e B e ue te c l O h P k a o o R te C e s w n lt h d d i c iw o o th e o r n lr id r e s th ,r B s e ;“ e e r P D l B a s a R ;r P o te c e R h s w q th iue th e s O B ti P C oR n c ,o “ rD reo la ete s th wei th O C B P cR or relate with BPR 6. End-user satisfaction; 6 . End-2 us . erT so a ti d se fv ac eti lo o p n ;a n analytica 2l. app Tr oo d a2 6 c eh ..v e to lo T E p a n o s d a s d e n -e us s v a s e n e tlr h a o le s p y a s ti ti a uc c n sa f c a l a e c n a s ti p a so l p y o n rti f;o c B a a P clh R a to p in p ia r ti s oa s ati e cs v h se to t sh w e a s ists uc h e ss c sp e t s eh s - eo s f uc BP cR es s in o iti f a Bti Pv R e s in w iti it ah ti v sp es e -with spe- 9.9 . PP ro rjo ejc et ct m m an an a9 g a.g e m em e Pn e rn o t;jt; e a c n at 9 n d m .d a n P arg oe je m ct en m t;a a n9 n a.d g e m Pe rn ojt; e c at n 9 m d . a na Pg ro em jec et nm t; a an na dg e ment; and 5. Information te 5. chn In 3 o . lfo og rm L y;e a a ti d 3 o e .n r 3s .te h L icp h eL ;a n e d o a e ld o r 3s e g .h r y s i;p h L ;i p e ;a d ership; 3. Leaders 5h . ip; In 3 . form Lea ati do en rs te hicp h;n ology; correlation between model elements and evaluated through a pane1 l .o f eT xo p e ar c sts s oe n s is n str tQ uc he ats ta c re o ? rl ” n .a ,s ti tw tr vuc e o c ts o 1 ob ? .r ” jre e ,c ltw ti T ati v oo o ea s n o s b s g b e jui e e st c s d w ti t ev h e d e e e n s th r 1 c g e te o .h lui a n w eti d s e o v tr e T lr e d e uc o k m c th a o o ts e s f r e n s ? rt e ” e ts w h s ,li s a o tw s o ti t r f s h k o tu o B e n o P o d r f b R b e y t e lj h :e a a t w i c ti n s ti v d e s v e e tu O e n c sC d o tg h r y ; r ui e :a e n l e d a d le e ti d m o n th e n b ets e w t w o o fe r B k eP n o R f t h ta h en ie s d l e sO tu m C e d ;n y a ts :n d o f BPR and OC; and 8.2 . BT us r8 a in .n 8 2 e s..s f e sB rc us o a B Ts fus r i e a n e;n x e i8 n p s s.e s f e e s r c r s ia e o B c sn f a e us c ;s e e e x i ;2 ;n p . e es rs i e T cn a rc s ae e n ;; s f er of 2 e.x peT rir ea n n c 8 2 s e ..f ;e 8 r . o B Tfus r a e B n x ius n p s2 e fe .e is r n r s i e e o c s n T f a s c r s ee c a e x a ;n ; p ss e e fr ;e ire n of c e e;x p erience; 10. M OC or c e 1h o 0a v . n eg r O ,e C to . c ah na sn w ge er . the seco M no dr e 1 re o 0s v . ee ar M O r,c C to o hr c q e ah o ue na v sn w s eg t ri e ,e o r to .n th , a “ e n D s so e w c ee o sr n th th de e r e O s se C ec a o c ro n ch r d r e q rl e ue a ste esa tw r io cih n th ,q “ B ue D Po s R t ei s o n th , e “ D Oo Ce c s o th rre e l O ate C c w oirth re lB aP te R w ith BPR 9. Project m7 a.n agC em on e 7 1c n ..l t; us aiC O n vo d e rg n d a c 7 e n l.us c 7 1 iiz ..s i a 9 iv C o ti .e n o o C O d -n n m o r e a c P g n c ll a r us a ic 1 o s k s n ltr .ji ius i e o i n v z a c n g e i a te t v - ; O ti m m d g e o r e y a a d g n c ;n k a e ia 7 1 s a i n c l..n i g io is s g z e tr n i;a m o -a C O ti n m te e o o r -n a m g n n g t; k a a c y 7 a i n ll.;a n k us is n g i z tr n d i ;a v g a C ti e ;te o o 1 d n n g . e a c yc ll;us is s O 9 tr iio .v r a n g e te - a m d g P n 1e y .r ia z c o ;k i a js e i ti n iO c o o g t n r n ;m g -a m a a ln n s aitr a k zg a ian e ti te g m o g ;n e y a n ; lt; s tr an ad te g y; cific settings of the elements of an OC. 6.6 . EE nn dd -us -6 us .e r e r sE a sn ti ati d sfs -6 a us f.c a ti c eti o rE o n sn n ;a ti d ; s - us fac eti r o sn ati ; s faction; 6. End-us 6. er s E an tid s- fus acti er o s na ; ti sfaction; 8. Business case; 8. Business case; 8. Business case; construcc 5 ts o . ? c 5 n ” o .s ,n tr In tw suc tr In fo o uc ts r f o o m ? ts b r c 5 ” a m jo ? .,e ti ” n tw c a o ,s ti ti n tw tr In v o o uc e te n o f o s o b c te ts o g r h jm e b c ui ? n c h ” jo a e ti d ,n ti c lv tw e o o ti o e d g lv n s o y o th e g g ;te s o y c ui e b g c o ; w h jd ui n e n s e c o d tr o d ti re lk uc v o th d 5 e g o .ts s e th y f g ? ;w te h ” ui In o ,w i s d r tw f o k s o er tu d r o o c 5 k m o . f d th o o n t a 5 b y f h s e ti .:jtr t i e In o s w h c uc n is ti fo s o In tu v te r ts s rk e f m tu d c ? o so h ” y r a d g ,f n :m ti y ui tw t o o h :a l d n o ti io s e g o te d o s y n tu b c ; th h te je d n e c c y o ti h w :l v n o o e o g r s ly k o g ; g o ui y f ;d t h e i d s th stu e d w yo : r k of this study: To accomplish this, the 7 .r esul Co ts n c olfus th iv e ef id rs et cirs eis oe n a-r m c 7h a . k qiu n C e gs o ; ti n o cl n us w iv e ce r ife id cu e s s ce e itti s d io n to n g- s m r e oa p fk rte ih n seg e n e ; lt ements co if fi c a n 7 s. e O tti C n c C . i g o fs in c o cs f le us ttti hie v n e e g ls d e m o ef ce its n h it o es n e o -lm f e m aa n k e n O in tC g s ;.o f an OC. 10 1.0 . OO CC 4 c .h c h an aC n go g e.m e .1 4 m 0 . 4 .un . O C ico C C am ti o c T o m m h o n a 1 4 un m n a 0 .w c .g un i i c e c th o .O C a i m c ti o s C a o p ta m ti n c lk o im h s w e n a h un h n i w o th tg h l i ie d c th is s .a 1 e ta , ti 0 r s t4 s .k o ta h ;.e n e k h O w e r o e C h C lis d o th o ul ce lm h T d r s ts a o s e ta m 1 ;n r o a 0 s k g un ;c .fe e cth h .o i O c o m e a lC T d 4 ti p f .i o e o c lrr i h n s s a st a h ;c w C n r c t e o o g ih s th m m e e is .a p m ,s rta l tc i un h s h k e h e q i r c h tu e h a o s e ti ilul s s d o ,ti e n ts to r h n s w e o ; f i w r th e th e s r s e ul e ta fts u ik rs e s o e t h f d o rth e lto d se e e r a r fe r i sr p c ;s h rt e q r se e u s n e et s ati ro ch n q w uee rs eti u os ne d w e to re r e up se re ds e to n t represent 6. End-user sati 6s.M f ac oti E re o n o n d v ;- e us M r, o e to r r e sa o an v ti s e s w r M f,a e to c M o rti r th o e a oo r n n e e v s ; o s w ee v rc e ,e o r to r n ,th to d ae n r a s s en e w sc s ee w o ar n r M e c th d r h o e th r rq e e s ue e s o e e v s c a s e o e r tc r n M i co o ,h d to n n o q r d ,r e ue e a “ s r o n D e ev s s a s 6 o tw e e r i .e r o c a s e ,h n r r to th c , q E th h “ e ue n a D q e n d O ue o s s s -C t e e w us is s c o c t e o e n th io r o n r, r th n e d s “ r a ,e D O e rl “ ti e a o C D s s s te e e f e o a c s c a e w o o c th rs ti r n c i rh o th e th d e n l O q r e a ;B e ue te C O s P e R C s c w a t o r ic ir o c th o rh n e r ,l r B q a “ e ue P te D la R o te s w t ei s iw o th n th i th ,B e “ P D O B R P o C e R c s o th rre e l O ate C c w oirth re lB aP te R w ith BPR This resulted in a model that can aid practitioners in finding the co2 rr . elati To on d ( esv tr eo lo np g -a m n ea -nalytic2 a.l ap T p o r o da ecv he lto op a s as ne 2 s a .s n t ah lT y eo ti s c uc d ae lc v a e ep s ls o p p o ro fa a B n cP h aR n to a i n la y is ti ti sa c eti a sl s v a e th p s e p w r so iuc ta hc c h s ep sto e s - o afs B se P sR s tih ne iti sa uc tiv ce es s sw oift h B P sp Re i-nitiatives with spe- 9.3 . PL ro ej9 a e.d c 9 3 t e .. r m s Ph a rP L i n o p r e ja e ;o a g cjd e e t 9m e c m . r t e s a m h n n P it; a a p r n g ;a o a e n j g e m 3 d c e . t e m n m e t; L n a a e n t;a n a a d d g n e e d r m s h e i n p t; ;3 a . ndL ead 9 3e .. rs 9h . P L ip r e;o a P jd e re c o 3r t .j e sm h ct ia p L m n ;e a a a g n d e a e m g rs e eh m n it; p e ;n a t; n d a n d 1 co . nstr Tuc o a ts 1 ss ? . e ”s , stw T to ho e a o s rb s ee lje a sc ti sti v tv h ee e c s o r c g e ro lr ui a n eti l d sa v tr e ti e d uc o c n th o ts 1 cr b e o ? .r e ” n e w t,ls w a o tw tr T ti e ruc o k o e o n n a o ts o s f t b b s ? h t e e ” jh e e t s , w i c s e tw s ti l t e e s v h e tu m o e e n s o e d r tb n g e h yljui ts e :e a c ti e d o ti v le f e v e d m B e c P s th e o R n g r er ui ts a e w n l d o a o d e fti r d B O k o P n th C oR f b ;e t e a a w h t n n w id o s d e r sO k e tu n C o d f t; h y t ah e :n i e d sl e s tu me dn yts : of BPR and OC; and 10. OC chang 8e . . Bus8 2 in .. essB T cus ra as n ie 8 n s;.e f 8 2 e s..r s 1 o B c 0f a us . B T s ee us r x iO ;a n p n e i C e 2 n s s r. e s fi c e e s h c r n sa a o c T c s n e f a e r g ;;s a e e e n x .8 2 ; p s ..f e erri e o B T n fus r c a ee n x i;8 n p s. e f e e s rr s i e o B cn f a us c 2 s ee e .x i ;;n p e es T r 1 s i0 r ec a .n a n c ss O e 2 e f;.;e C r c oh T f a r ea n xn g ps e e f.r e ire n of c e e;x p erience; Moreover M , to or e ao nv sw ere , r to th ae n s se w ce or n th d e re s se ec ao M rn co h dr q e re o ue s v es e a t rr i,o c to h n , q a “ue n D so w st ei e s o r n th th , e “ e D O so e C c e o c s o n th r d re e r l e O a ste C ea c w ro cih rth r e q lB ue aP te s R tw i oin th , “ B D Po R e s the OC correlate with BPR 7.7 . CC on on clc 7 us l.us iv iv e C e d o d e nc e c 7 ic l.s us iiso iio n v C n -e m o - m d n ae c k a c lk ius in s in i g io v g ; n e ; - m d ea ck is in io g n ; -m aking; 7 . Conc7 lus . ivC e o dn ec clius sio iv ne -m da ek ci is nig o;n - making; 9. Project management; and 9. Project management; an 9d . Project management; and To accomplish this, the results of the first research question were used to represent 8. Business case; 6. 6. 8E . n E d n - B d us us -6 us e .i r n e s e ra s E s ti sn a s cti d fa a s -sus c fe a ti ;c e o ti r n o s ; n a ti ; s faction6 ; . End-6 us . e 6r . E 8 s.n a ti d Es - n us B fd aus c -eus ti ri o n s en e a rs ti ; s ss a f cti a ac s sf ti e a;o c n ti ;o n ; the BPR constructs and OCP factors. An analytical model was crth eae te B d P to R c ao sn se ss tr suc thts e ra en la dti O ve C P th fae c to BP rs R . A cth o n n e a s B n tra P uc lR yts ti co c a a n n ls d m tr O uc od C ts e P l a f w n ac a dto s O c rr C se . P a A te fn ad c a to to na r a l sy .s ti s A e cn s as l a th m na e o l y d re ti ellc a w a ti lv a m s e o cr d ee alte w d a s to c r ae sa ste esd s th toe a r se sl ea sti s v th e e relative 5. Infor 5m . 5a . tiIn on In fo te r fo m cr h 5a m .n tio a o ti ln o In o g te n f y o c ;te r h m c n h o an ti lo o o g ln o y g ;te y 5 c .; h no In lo fo gr ym ; a tion 5 te . chn In oflo or gm y;a ti on technology; 7. Conclusiv 1 ce o . n d7 s e.tr T c iuc o s ia C o 1 c ts s o .n o s ? 1 n -n e ” .m s s c ,tr s T ltw a us uc o t k T h io i a o n e ts v c s o g e r a s o ?b ;e e 1 c s ” n d ljs s o ., e s a e s e n tw tr c ti c st s ti i s v uc h tr s T v o e t e iuc o o e h ts o c r s n e o b a e ? ts - g s l ” r r jm e a r s e ui ? ,c ti e e l ” tw a a ti l s d v ,k a ti s v tw e e i ti o v e n d t c o h s e o g o o n th e b ;g c r o 1 c o r jb r ui e e b e o e .r e c w l l jd r n te a ti a e w s e c ti o ti v ltr d ti T a e r v o eti k uc v e o s e n th n o e o a g c b ts s n e f c s t o ui e h s g o ? w r t b te h ” e d r ui n w e s e o ,is e t e s s l d e r tw w tr d l a k e t e s e ti uc h e n tu m th d o o 1 o e e . f t ts n e n d e th o h rt n b y e ? w h t e b e ts h l ” :j i e e a T 7 e o s ,w e t c ti l .o o r tw w e s ti e o k v ftu m a l v e r e B e o o s k e e C e m d s P c fn s o n e o o y o R te b s g ts f h t r :n n s h jr ui a t ie c e ts s h e o t n l c l h d us f is ti a d e s o e e tu B ti lv f d e i s O r P o v e tu m d B e s C n R th e l y P a e d g ;d :b R e a n ti y a ui e e n ts v w n :a c t d d w e d i n o s o e O d c i e r f d o o k e C B O n r n th o r P ;-C e m f t a R e h l;t n a a w h e a a d ti k n in e o s o id l d n r n e sk g tu m O b ;o e e C d f t n y ;w t ts h :a e n i s e o d n f s tu B th P d e R y e :a le n m d e O nC ts; o af n d B P R and OC; and dium-weak) between elements of BPR on one side and OC factors on the o cth ifie cr .s e Ttti he n T s g o tr s a o o c n fc g t oh m e p elliesm h e tn ht is s c, i o ftif h c a e sn e r tti e O sC ul nT g .ts o s o o afc f c tth h oe m e T c e p fili o fe lrii s m c s at h c s e r c e n t e o tti h s tm s e in s a p o ,g rf l tc s ih a s h o e h n f q r O t t u e h h s C e ie ul s s. ,ti e ts t lo e h n m e o f w e r e th n e s tre ul s e o fts u ifrs s a o e t n f d r th O e to sC e e r a .f e r ir p cs h rt e q r se e u s n e et s ati ro ch n q w uee rs eti u os ne d w e to re r e up se re ds e to n t represent 10 4.. M OM C C oo r o 1 c m e r 0 h o e 1 4 .m a v o 0 . n v .e un O g r e,e C r O C ito .,c o C to c a m h a ti c a n 1 a o m h n 0 n s n a w .g s un M n w w e e g .O o r i i e e c th r r C th .a e th ti o s e c 4 v o ta h e .s e n a e k s r n c e w ,e o g c to h M C in o e o th o n .d o a l m d d r n s re e ta s e m r o r w s e s v k un e s ;e e e a er r h r a i ,c th c o r to h a c 4 ld e h ti .q a e o s q ue n r e n ue s c s M C ;s w w o ts o n i o i t e o m th d i r r o n e 1 4 m th r n ,o 0 .s e “ ,v .ta un e s 1 D “ e e 0 k D s r O C a o .ie ,e c r e o o c C to h a c s e o m M O h o ti s c n th a lo C m q h o d 4 th d n n e ue r a .e s c un e r e n r O w w h e o s s g O a s ;v C i i t e C e e c n th iC e r o . a a o g c rth n ti r o ,m e c s c ,o to ta r o . e h “ r m n r e k D s r q a l un e w e e a ue n o c lh te a i s e o o th iw te s s c n lt w a d th d i e s w o ti e r i ta r th n e o r ith e s th ,k n O s ;“ B e e e w C D h B a P s o r i P o e R c th c lc e R o d h o s r e s n r q th r ta e d ue sle ;k a r te e s e O t h s i C e w o oa n l c id rth ,o c e “ h rr D r B s e q ;P o lue a e R te s s th tw io ein th O , “ C B D P co R oe r s r e th lae te O w Ci th co r B rP elR a te with BPR 2. To d2 e.v elo Tp o a d n e v ae nla olp y ti ac na l a n ap alp yrti oc aa 2 clh . a to pp T a r o s o s d ae c e s h v s e to tlh o e p a s sa s uc e ns c a se n t sh a sl ey o s ti f uc c Ba P c l R ea s p s in p o ir ti fo a B ati P cv h R e to s in w ia ti s it a sh ti e s v ssp e t s eh -w e istuc h s cp es es - of BPR initiatives with spe- 9. Proj9 e.c t m Pa rn oja e 9 g c .e t 9m m . e P an r n P o t; ar j g e a oc e n je t m d c m t e n a m n t;a a a n g n a ed g m 9e . e m ne t; P n a r t;o n a jd e 9 n c .d t m P ar no ajg ec et m m en an t;a a g n ed m e nt; and 3. Leader 3s.h cio pn L ; se tr auc d 3e .ts rcso ? h ” n L i,p s e tw tr ;a uc d o 3e . ts r os b ? h ” jL e i,p c e tw ti ;a v d o e e s r o s b g h jui e ip cd ti ;3 e .v d e s th L c g e o e ui n a w d d so tr e e 3rd r .uc k s h th o ts ifp L e ? t ;e ” w h a , i d o tw s r e sk r tu o s o h o d fib y p tjh :e ; i c s ti s vtu esd g yui : ded the work of this study: 1. To assess the relative co1 r.r elaT tio o n a 1 sb s . e et sw sT t eo h e e n a s rts e h e le a s ti s e v lte h e m e c e o rn e rlr ts a eti lo a v fti e B o c P n oR r br e a etn lw a d ti e O o en n C t b ;h e ae t n w e dle ee m ne tn hts e e olf e m BP eR n ts an od f B OP C R ; a an nd d O C; and 8.8 . BB us us in i8 n e.s e s s s c a B cs a us e s;e i8 ;n .e ss B ca us se i;n e ss case; 8. Busin8 e.s s cB aus se;i n ess case; 10. M OC or c eh oa vn eg r,e to . answer the second rese M ar ocrh e 1 o 0 qv .ue er O s , tC to io c n ah ,n a “ sn D w g o e ee r . s th th ee s e O cC on cd o r1 rre 0 es .l e aa te M O rc C w o hr ic q e th h o ue a v B n s eP g t riR ,e o to . n , a “n D so w ee sr th th ee O se C c o co nr d r e rl ea ste ea w rcih th q B ue Ps R ti on, “Does the OC correlate with BPR the BPR constructs and OCP factors. An analytical model was created to assess the relative 9. Project manageme 7n . 7 t;. a 9C n . o d C n o c P n lr us c 7 ol.jus i ev ce i t v C m d eo e a d n cn e ics a c lius g io se n iim o v -n m e e- n a m dt; k ea i c a n k in s g in id ;o g n ; -7 m . akiC no gn ; c 7 l.us 7i.v C 9e .o d n Ce c o P c ln us irs c o ilio jus v en c e- i t v m d m e ea c a d k in s e in i a c o g i g s n e ;i -m o m n e a -n m kt; ia n a k g n i;n d g ; correlation between model elements and evaluated through a c p o arn re el la o ti fo e n x p be er tw ts eie nn Q m ao ta d re . l e clo er m re eln at ti so c a n o n r b d re ee tw lv ati a elo e ua n n te b m e d o tw d th e er le o e n ug l e m m h o e d a n et p ls a e a n ln e em d l o e efn v e ta s x l ua p ae nte r d ts d e iv th na r l Q ua oa ug ta teh r d . a th p ra on ug elh o a f e px ap ne erlts o fi n e x Q pa eta rts r. in Qatar. 6. End-6 us . 6e . rE sn a E ti d n s -d us fa -6 us c e .ti r e o sr n a E s ti ; n a s ti d fa s -us c fa tic e o ti r n o s ; n a ti ; s 6 f.a ctiE on nd ; - user sati 6s . facE tin on d;- us er satisfaction; 8. Business c 2a . se 8;. T o d B 2.e us 2 v.e i n lT o eo p s T s d o a c e n a d v 2 s e a e e .v n l;o e ap llo y T a p ti o n c a d a a n e ln v a a ae n p lly a p oti lr p y o c ti a a ac ln c 2 a h a .l a p to n a p p a r T l a p o y o s r a ti s o c d e c a h s e a c s v lto h e t a h l to p o a e p s p a s s r 2 e uc s a o .s s n as e c c s a e h ts T n h 8 s to s .t a e o h l o s y d e a f uc ti e s B s B v c s uc us c P a e e e s llR c s i o sa n e s p i p t s e n o h s s p a f i e s ti n o r B o c s f a a P uc a a ti B n s c R v P e h a c e ;R e i l s n y to s ti i s iw ti n a c o a iia s ti t fti s l h a B e v a ti s s P e p s p v s R p e e t w r h - s io n e iw a t i ti h s ciuc h t as h ti p to c v s e ep e - s a s e ss -s w oe fi s tB s h P t s h R p e e is n -uc itic ae tisv se o sf w BiP th R s ip ne iti - atives with spe- correlation sign is given to the three OC factors with the highest correlation wth ith e t B h P eR B c P o R n.s tructs and OCP th fae c to BP rs R . A cth o n n e a s B n tra P uc lR yts ti co c a a n n ls d m tr O uc od C ts e P l a f w n ac a dto s O c rr C se . P a A te fn ad c a to to na r a l sy .s ti s A e cn s as l a th m na e o l y d re ti ellc a w a ti lv a m s e o cr d ee alte w d a s to c r ae sa ste esd s th toe a r se sl ea sti s v th e e relative 1 co .c 5 n o . n str s Ttr In uc ouc a f1 ts o s .ts s r ? 5m e ” ? . s ,” a s T tw , ti o t tw In h o o a e n f o 1 c s o o r s o . te b o r e e 1 n m l b js c .e s a s h jtr c a ti e T n t ti ti c v uc o h o ti T v o e e l a v o e n ts o c s r s e g o a s e ? te s g e y c 5 s l ” r a s r s g c ui o .;, ti e s e h ui n tw l s d v n t s a s h d e e tr o ti In o d t e e lc uc o h o d o fo r n th e o g b e r ts th r y 1 l r jb r e m e a e e ? .;e e c ti w l ” lt a a ti a v ,w w ti ti o ti v tw e T e r o o v o e k c e o r n s e n o c 5 o k n o a g o c . te r b o f o 1 s t o r ui n e h b s c e .f r ts t e h h e l jd r w tr te In a s e h n ie e c ti s s uc le i o d ti T f l a s o e t e s o lti v o h ts n tu o n m th s r 5 o e e m tu g a ? .t b s e n d e y h s ” r n e a d c y s g e ;,w e b t ti o ts e l y :ui tw w e a In e s n o o : t ti s lo d e r s n w e f o k v tr f e t o e m te h e n e d B o r uc o e e m e 5 b c P c f t n th n .h h o r jts R t a e e ts h t n e r e ti c ? h lr a i o a ti ” e e o s w e o n In l ti l ,v ln o f e s a d e o tw v e f tu g m B ti l te r o s e e O y k P o r e m o d g c c ; m C n R n o h o y ui o e ts ;f n r :b a a b n d r a t ti o e n je ts h o n e e t lo d lw o f i c d d a n s o ti g B O ti e f th s y v te P o e tu C B ;e n n R e cP s ; d h w t b a R a g h n y n e n ui o e :o a t d d r w ln e d k o O l d e e g e o e d C y m O fn ;;th t e C h t a n h ;e n i ts s e a d w n s e o tu d o l f e r m d B k y P e o :R n f ts ta h n o is d f s B O tu P C d R ; y a a:n n d d O C; and To accomcp ifliic s h s ettti hin s c,i g fts ih c o e s f e rttti e h se ul n T e g o ts ls e a m o o cff c e t o th n h m te e s p e o fllii f e rs s m a h t n e r t n O h es t iC s s e, T c a . o itr o f f h c i c a e h a n c s r q c e e O o u tti sm C e ul n s.p ti ts glo s i s o n o h f f w th t th h ee ir e s e f ,e iu t r le h ssm t e e r d e re e n s to s t eul s a ro r ts e c fp h a o r n e q f s u th O ee n C e st ti .f i o rn st w re es re ea u rc sh ed q u to e s rti ep on re w see nrt e used to represent 10. OC 1 4 c0 .h .a nO C go e C .m c 1 m h 0a 1 4 .un n 0 . .g O ie cC .O C a ti o C co m h n c a 4 m h n .w a g un n ie th g .C i e c o s .a ta m ti1 4 k o m 0 .e n .un h w oO C l i id c th o C a e m ti r s c 1 s o ta m h ;0 n a .k un n w eg h O i ie c o th C .a 4 l d ti .s c e o ta h rn a s k C ;n w e o g h im e o th .l m d 4 s.e ta un rs k;ie C c h a oo ti m lo d m n e r un w s;i th i ca s ti ta ok ne w ho ith ld e sr ta s;k e holders; Moreove M r,M o to ro e a o rn e vo s ew v r,e e to r M r, th to o ar n e e a s o n s w e v sc e w eo r r e n ,th r to d e th r a s e e n e s s c s ee w o ac n re o c d r h n th r d q e ue e s re e s a s s e e r tc i c ao o h rn n c q h d , ue “ q rD e ue sM s o te ie s o a o s tM n r i r o th c e ,o h n o “ e r ,v D q e “ O e o ue o D rv C e , o s e s to c t e rth io ,s o a to rn e th n r ,e s O a e l “ w a n C D O te e s o w C r c e w o th e c s rr i o r e th th e th r s l r e a e e B e te c l O P a s o e R te C w n c d o c iw th o n rir e d th r B s e r e P l e B a a R s r P te e c R a h w r q cih ue th q s B ue ti P o s R n ti ,o “ n D , “ oD eso th ese th O eC O cC or c ro er la re te la w tei th w iB th P R B PR 2. To develop an analytica 2l. app Tr oo d a2 c eh .v e to lo T p a o s a s d e n e s v a s e n tlh a ole p y s ti a uc c na c l a e n a sp a sl p y orti fo c B aa P clh R a to p in p ia r ti s oa s ati e cs v h se to t sh w e a s ists uc h e ss c sp e t s eh s - eo s f uc BP cR es s in o iti f a Bti Pv R e s in w iti it ah ti v sp es e -with spe- 9.9 . PP ro rjo ejc e 9 t c . t m m aP n ar n ao g ajg e e 9m c e . t m e m n eP n t; ar n t; a o a n a jg en d c ed t m m e n an t;a a g n ed m e nt; and 9. Projec 9t . ma P n ra og je ec m t e m na t;n a an gd em ent; and constructs?”, two objectives guided 1 c th o . n e sw tr To uc or a k ts 1 s o s ? . e f ” s ,t s h tw T i ts o ho e sa tu o s rb s ed e lje a y sc ti s : ti v t v h ee e c s o r g e rlr ui a eti l d a v e ti e d o c n th o 1 cr b e o .r e n e w tls w a o tr T ti e ruc o k o e n n a o ts s f t b s ? h t e e ” h e t s , w i s e tw s l t e e s h e tu m o e n o e d rtb n e h yljts e :e a c ti e o ti v lf e v e m B e c P se o R n g rr ui ts a en l d o a d e fti d B O o P n th C R b ;e e a a w t n n w d o de r O k e n C o f t; h t ah e n ie d sl e s tu me dn yts : of BPR and OC; and correlation between model elements and evaluated throug 8. 8h . a B us p Ba us in ne e i8 n ls .e s o s f cs a e B c s x a e us p ;s e e i r ;n ts e sis n c Q asa eta ; r . 8. Busi8 n.e s8 s. B ca us sB e ius ;n e isn se c sa ss c ea ; s e; 10. M OC or c eh oa vn eg r,e to . answer th 10 e. seO co C n c dh r aen sg ee a.r ch queM sti o o rn e,o “ vD ero , e to s th an es O wC er c th ore 1 r 0 e s.l e a cte o M O n C w o dr i c e r th h e oa s v B e n e a P g rr R ,e c to . h q aue nsw sti eo rn th , “ eD so ec eo s n th de r e O sC ea c ro ch rr e qlue ate s tw ioin th , “ B D Po R e s the OC correlate with BPR This resulted in a model that can aid practitioners in finding th Te h i cso r re re sl ul ati te od n i(n s tr a o m ng o- d m ele - thaT t h ci asn r e as id ul T p te h rd ia sc ir ti n eti sa o ul n m te eo rd s d e iin n l th a fi n a m d t o icn d ag e n l th a th ie d a c t p o c rr a a rn c eti la a ti iti d oo n p n e r r(a s sc tr iti n o ti n fo ig n n-d e m r in s e g -in th fie n c do in rr g e lth ati eo c n o r (r se tr lo ati ng on -m (s etr - ong-me- 9. Project mana9 g.e me P 7n .r o t;j e aC c nt o d m n c 7 al.n us 7 a.g iv C ee m o C d n e o e c n n c lt; us ic 7 s l.a ius io n vn d e iv - C m d e o e a d n ck e ics ic ln ius io s g n ii ;o v -n m e- a m dk e 7 a ic .n k is g in i;o g C n ;o -m nc alk us i9 n i.v ge ; d P 7e .r c oijs eiC c o t o n m n -m c aln a us a kg i iv n ee g m ;d e e n ct; is a io nn d- m aking; The medium correlation is given to the following three elemecn ifts ic a sn ed tti c th n if g c e ii c s f w io sce e f tti s a te k htti n e cg o n e c sr li g e r f o s i e m f c l o a te s f h ti e n t e tti o t h s n e e n lo e e g fm l sa e e m o nn f O e ttn s h C te o s .c f e i o fa lif e n c m a s O n e e C tti n Ot .C n s g .o s f o af n t O c hie C fi e c . ls ee m tti en ng tss o off a tn h eO eC le.m ents of an OC. 6. End-6 us . erE sn ati ds -us facc e o ti rr o r se n alti ;a s ti 6 f.o a n cti b E oe n n tw d ; - e us en e rm sa o 6 ti d . s efla e c E cti lo n eo r m d r n - e 6 e ;us l .n a t ti esr o E c a s n o n n a r b ti d d re s - ee us tw f 6 la v a . c ti e a e ti r lo e ua o s n n E n a n te b m ti ; d e s d o - tw f us a d th c e e ti e r le r o o e n ug s n l e a m ; m ti h o s e f d a n a e c t p ls ti a e o a n ln n e em d ;l o e efn v e ta s x l ua p ae nte r d ts d e iv th na r l Q ua oa ug ta teh r d . a th p ra on ug elh o a f e px ap ne erlts o fi n e x Q pa eta rts r. in Qatar. 2. To d 2.e velT oo p d a2 e n .v 2 a e .n lo T ap lo y T a ti d o n c e d a v ae le n v a la o e p lp ly p o ti r a p o c n a a a l a n c 2 h n a .a p ato n lp y a r T ti l a o y o s c a ti s a c d e c lh 2 s e a a . s v l to p e t a p h l p o a r T e p s o p o s s r a e uc a o c d s n a h e sc c v a to e h te n h s l to s a e o a lo s p s y a s f uc ti e s a B c s s n c P s a e e s l a R t s s n h a s i p t a e n o h lp s y f ie ti r uc ti B o s a c P uc a ti c a c R e v lh c s e a e s i s n to p so i s w p ti f a o ra i B s o t fti s h P a B e v c R s s P e h s p s R i n e to t w h - i iti n e i at a i s ti h sti s uc a e v sti s p e c s v s e e e t - s w h s s e iw o t h s fi uc t B s hP p c s R e ep - s e s in -o iti f a Bti Pv R e s in w iti it ah ti v sp es e -with spe- the BPR constructs and OCP th fa ec B to PrR s .c A on ns a tr nuc aly ts ti a th cn ae d l m B O P o C R dP e c l o f a w ncs a to tr sr uc c sr.e ts A a te n an d ad n to a O l y a Cs ti P sc e f a s a ls c m to th o r ed s r .e e A ll w a nti a a v s n e c a r ly ea tite ca d l to m o ad ss ee l s w s a th s e c r re ea la te tid v e to assess the relative construcc 5 ts o . ? c n ” o s,n tr In tw suc tr fo o uc ts r o m ? ts b c 5 ” a jo ? .,e ti ” n tw co ,s ti n tw tr In v o uc e te o f o s o b c ts o g r h 5 jm e b ui ? .n c ” jo a e ti d ,ti c lv tw e o ti In o e d g v n s f y o th e o g ;te s o r 5 ui e m b g c . w h jd ui a en e ti c o d o d ti In r o e lk v n o th d f e o g o te s e th r y f m g c ;w te h h ui a o w n iti s d ro o o k s e lr n tu o d o c 5 k g o .f te d th y o n tc y c ;f h s e o h :tr t i In n s w h n uc s i o s fo s tr o tu l r ts o s r uc k m tu g d 5 ? .y o ” y ts a d ;,f :ti ? y tw t ” o h :In ,n i o tw sf te o o sr tu o b cm h jo e d n a b c y ti o ti j:e l o v o c n e ti g sy v te g ;e c ui s h g n dui o el d d o e g th d ye ;th w eo w rko o rk f to hfi s th situ s s d tu y:d y: 1.1 . TT o o a s as se ss es s s t h th e1 e r . e rle alti a Tti v ov e a e c c s i o s c fe 1 r o ic s r .r e s r s le e ta l h tti ti T ae ti o o n r n o g a en s l s b a s b e o ti et e f s v w ts tw e h e t c e e h e1 o n e e e .r n lt r re h e e tm h l e la T a e e e ti ti o n le v o e a t le n m e s s c m s c o b e ie o f f n e e 1 s i rt c a n ts s .r w n e ts s t o l h e e O a tti f e o e T ti n C f B o r o n c B e P . tn i g a h lP f R a s s ie b R c s ti a o e e e v s n a f t s le w e e s n d ttti h m d c t e O e h o e n e O e r n C e g n r l C s r e ts ;t e e h l a ;m o a le o n a a fti e f n d ti t e o n h d B v ln e te P e s m b R e c o e l e o f e a t n r m w a n r ts n e d e e le o n O a O n fti tC s C B o t .o h P ;n f e a R b n a e e a n d lt e n w O m d e C e O en .n C ts t; h o ae f n e d Bl P e m R e an nts d O ofC B ; P aR nd a n d OC; and To accomT po li s ah cc to h m isp , l tih se h rte hsiul s, ts th e o fr e th se ul T fts i o r s o at c f r cth e os m e e a p fr ilr c is s h t h q r t e u h se e is s a ,ti rto ch h n e q w ru ee s e rul s eti ts u os n o e f d w th e to ree r fe u ir p sse rt e d r s e e to s n e t r ae rp ch re q se un et stion were used to represent 10 1.0 . M OO C oC r c e h c o 1h a v 0n a .e M n g r,g e O o to .e rC .e a o c n 1 v h 0 s e a w .r M n , e g to M O o re r C th .o e a o r n e c e v s h o s w e a e v rn c e ,e o r g to r n ,e th to .d a e n r a s s en e w sc s ee w o ar n r M e c th d r h o e th r rq e e s ue e s o e e v s c a s e o e r tc r n M i co o ,h d to n n o 1 q r d ,r 0 e ue e a “ . s r o n D e ev s s O a s o tw e e r ie C r o c a s e ,h n r r to c th c , q h th 1 h “ e ue a 0 a D q e n .n O ue o s g s sC t e e w O e is s c o . c t e C o n th io r o n , r c th n e d “ r h ,e D O a e rl “ e n a o C D s s te g e e e o e c s c a e w o .o th r s r n c i rh th e th d e l O q r e a B e ue te C O s Pe R C s c w a t o r ic ir o c th o rh n e r ,l r B q a “ e ue P te D la R o te s w t ei s iw o th n th i th ,B e “ P D O B R P o C e R c s o th rre e l O ate C c w oirth re lB aP te R w ith BPR 2. To d2 e.v elo Tp o a d n e v ae nla olp y ti ac na l a n ap alp yrti oc aa 2 clh . a to pp T a r o s o s d ae c e s h v s e to tlh o e p a s sa s uc e ns c a se n t sh a sl ey o s ti f uc c Ba P c l R ea s p s in p o ir ti fo a B ati P cv h R e to s in w ia ti s it a sh ti e s v ssp e t s eh -w e istuc h s cp es es - of BPR initiatives with spe- This resulted in a model that can aid practitioners in find 9.i n 9.g P th rP o er j e c oc o je t 9 rc r m . t el a m an ti P a ar o n g o n a e jg e m (c e st e m tr n m o e t; n n a a g n t;n - a m a d g n e e d m - e nt;9 a . ndP roje 9c . t 9 m . P ar no a P jg e rc o et m jem c et n am n t;a a a g n n e a d m g e e m nt; e n at; n d a n d dium-weak) between elemec n o ts n s otr f uc BPts R? o ”n , tw ono e o si b d je ec a ti n vd e s O g C ui fd ac eto d r th s e o n w th or ek o c o o th fn e tsh r tr .i s uc T s hts tu e ? s d ” tr y , o :tw n g o objectives c go ui nd str ed uc th tse ? ” w , o tw rk o o ofb tjh ei cs ti s vtu esd g yui : ded the work of this study: 1. To assess the relative correlatiod 1 n.i um betT w -w oe a e ea s ns k e t)h s b s ee te tw h le ee m re ee n ln a e ti ts le v o m ef c e B o n d P r ts r iR um e o la a fn ti B -d w o P n e O R a d 1 b C o k .i e um n ;) t a b w o n T e n - e d tw w o e e n a e s e i a st e d s k h n e e ) e s e a b s e ln e e lte tw d h m m e O e e e r n e C n ets n l ts f a a e o ti l c o fe v to fB m e B r P c e s P R o n o R r ts o n r a n e o th n l o a fd e ti n B O o e o P th n R s C i b d ;e o r e a e n .t n a w T o d n h n e d e e e n O s str it C d h o e e f n a a g e c n l to e dm rO se C o nn ts f a th c oto f e B o rs P th o R e n r a .th n T d e h O e o th s C tr ;e o r a.n n T g dh e strong 10. OC change. 10. O 8.C ch Ba us ni g 8 n e .e .8 s.s B ca us B se us i;n e i 8 n s.e s scsa B c sa e us ;s e i ;n e ss case8 ; . Busines1 s0 c . asO 8 e.;C ch Ba us ni g n ee . ss case; is given to the last three OC factors among the M nio nre e.o Iv ne th r, e to a a pn ps li w ed er c th ase e ,s i et M cw o o n a rd e s T o h f ro v e is u e s e r n r,a e d to r s c ul th h ate a n q ts d ue w is e ntr i a o th n m e , o “ sD d ec e o o le n th sd th a T r t e e h c sO i a e sn a C r r e a c cs i h o d ul r q T r p te ue h erld ia a s sc te tiM r ti in e o ti w o s n a o ul r , in e m th “ te o e D o v rd B s d o e P e r e iin R n ,s l to th th a fi n a a m ed t n O o i s cn d w C ag e n e c l th r o a th i th re d ra e e c t p l o a s c rr e te a a r c n c e o ti w la n a ti iiti d th d oo n r p n e B e r s r P (a e s sR c a tr iti r n o c ti h n fo i g n q n-d ue e m r in s e s g t -iin o th n fie ,n “c d D o in r or g e es lth a th ti ee o c n O o r ( C r se tr clo o ar ti n rg o en - lm a te (s etr -w oin th g -B m Pe R - 7. Conc 7l.us iv C eo d ne cc lus isiio vn e- m de 7 a c .k is in io g C n ;o -m nc alk us in iv ge ; 7 d . ecis C io on n-c 7 m l.us ak iv iC n eo g d n ; e c c 7 lus i.s iio vn C e- o m dn ea c ck lius s in io i g v n ; e -m da ek ci is nig o;n - making; T cio fi c a c sc eo tti m T cn ip o f g T i lc s a i o s c o s h a c e f o c tti t tc m h h o n i c e p m si g ,f e lT c s ii p t li c s o e h f o l h im i s e f c s a e t h t c e r tti s h h c e e n t ie o s tti n s h t ul m s ,e g i n s t lo s ts p e h ,g fm o l t e s ia h o f se r o n e f h te n f h th O s r t t t e e ul s h h C e s e ie o ts ul s .l T c f f e ,i e i o r f ts m a t o li s e h n c f a t e m e o c s th n O r f c e e e r to C tti e e th s n sm s e t .o fe ul n a s c if p r r i g o ff ts s c a li s ii f t h r n c s s o a o r h s t q O e f n f e s u r t t C tti th O h e e T h ea s .ie o s C e n s e r ti , e c g a .a f o t h lr i s c e h r n c c s m o q e h o t f w u m e r q r te e n e e h u p s s r s te ti e ul e s l e is e o a s o u ti ts lh r n f e s o c m e a h o t w n h d n f e q e i w th s n O to r u ,e e t C e e s t rr s h u e .o f e ti e s ip fu r o e s r a r d s n e t e n e s s r d to w ul e O e n s e to C ts r e r t e e a . p r o re u c r fp e h sth s e r e e q d e s n u e to t fe n is r t ti s rt e op r n e r e s w e se a en r re c t h u q se ud e sto tio rn e p w re es re e n u t sed to represent correlation between model c eo le rr m elea n ti to s n a n bd e tw eve ae ln ua c o m te rro d ed l a th eti l r o e o n lug e m be h e tw n at e s pe a a n n n e m dl o e od v f a e el lx ua e ple e te r m ts de th n in tr sQ o a ug a n ta d hr e .a v p al aua nete l o df th ex rp oug erts h ia n p Q aa nta elr .o f experts in Qatar. 6. End-us 6e . r sa E ti n sd fa -6 us c.ti e or n E s ; n a ti ds -6 us f.a c eti rE o sn n ati d ; s - us fac eti r o sn a6 ti ; . s fac Eti no d n -;us 6 . er s E an tid s- fus acti er o s na ; ti sfaction; 2.2 . TT o o d d ev ev ele o lp op a 2 n a . n a n aT n al a o y l y ti dti c ea v c2 l a e .l a l o p ap p p T p r ao o n r a o d a c a e h n cv h ato e l ly to o ti a p s a c 2 s a s a .e s l n s e a s s a p s T n tp h t a o r h e l o y d e s a ti e uc s cv c uc h a e 2 c llto e .c o a s e p s p s a s p o s T a s f n o r o e o f B s a d a B P s n c e P R h t a v h R l e y to ie l n ti i o s n ip a c ti uc ia s ti a a s lti c a e n a e ti v s p s a s v e s p n s e to r h a sw o f le w y a i B s t ti cih P uc h tch R a s to c l p s e ia p n e s a p - e i ss ti - p s o a e rfti o s B s a v P c e th h s R e w to is n i uc t ia ti h sc a ss e ti e p s s v e s se - o t sh f w e B is P tuc h R s c ip n es e iti s - a oti f v B eP sR w iin th iti s ap tie v -es with spe- the BPR cth on es B trP uc Rts co an nsd tr O uc C ts P a fn ac dto O rC s. P A th fn a e c a to B na P rl s R y . ti A co cn a n l a s m n tra uc o ly dts ti elc a w an l a d m s O o cr d C ee P alte f w ad c a to s to c r r a se .s a s A te en sd s a th to na e a l y r se ti sl e c a s a ti sl v th m e e o d re ella w tiv as e created to assess the relative 1 co . nstr Tuc o a 1 c ts s o . s ? 1 n e ” .s s ,tr s T tw uc o tT h o a o e ts c s o r a s o ?b e e 1 c s ” n ljs s o .,e s a s e n tw tr c ti st s ti s v uc h tr T v o e t euc o e h ts o c r s e o b a e ? ts g s l ” r r je a r s e ui ? ,c ti e e l ” tw a ti l s d v ,a ti s v tw e e ti o v e d t c o h s e o o o n th e b g c r o c o r jb r ui e e b e o e r e c w l l jd r n te a ti a e w s e c ti o ti v ltr d ti a e r v o eti k uc v e s e n th n o e o g c b ts s n e f c t o ui e h g o ? w r t b th ” e d r ui n w e e o ,is e t e s l d e r tw w tr d l a k e e s e ti uc e n tu m th d o o 1 o e . f t ts n e n d e th o h t n 1 b y ? w h t e b e ts .h ” :j i e e T e o s ,w e t c lo o r tw w e s ti e o k fT tu m a l v e r B e o o o s k e e e m d s P fn s o a n e o y R te s b s g ts f h t :n s s h jui a t ie e ts s h e o t n c s h d f is s ti d e s o e e tu B lv t f d e s O h r P e tu m d B e e s C R th l y P a e d r g ;:R e a n e ti y a ui n l ts v w n :a a d d e d ti n o o e O v d c r f d o k e C B O r th c o r P ;C o e fa R e r l;t n a r w h a a d e ti n in lo s o a d d r n s ti k tu O o b o n e C d f t y b ;w t h :e a e t n i s w e d n s e tu e th n d e t y h e : lee m ele em nts en o ts f B oP f R B P aR n d a n O dC O ; a C n ; d a n d dium-weak) between elements of BPR on one side and OC factors on the othT ce io r fi . c a T c s h c ee o tti m str n cp i g o fls in ic so g h s f e t ttti h hie n s ,e g t lse h m o ef e rte n h s te ul s T e o ts lo f e m a o an c fe c th n O otm C e s T c .p o f ii o f f lri i s c a s at h n c sr c e O t e o tti h s m C e in sa .p , g rl tc s ih s h o e h f q rt t u e h h s e ie ul s s ,ti e ts t lo e h n m e o f w e r e th n e s tre ul s e o fts u ifrs s a o e t n f d r th O e to sC e e r a .f e r ir p cs h rt e q r se e u s n e et s ati ro ch n q w uee rs eti u os ne d w e to re r e up se re ds e to n t represent M M or o 1e r 0o e 1 . v o 0v .e O r e,C r M O to , C to c o h a r c a n e 1 ah n o 0 n sa w v .g s n w e e e g r .M O r e ,e r C th to .o th r e c e a h e o n s a e v s sn c e w eo g c re n o ,e r to n .d th d ra e e r n s e s s e se w a ec r a e o c rr h n c 1 th h d 0 q . q ue e re ue s O s s e e ts c C i a to o r i c o n n c 1h h n d ,0 a “ ,. q 1 r n D “ e ue 0 g D M O s o .e e e o s C .a o s t e O r i r s c o th c e C h h n th oe a ,v c q e n “ O h e ue g D O r a C ,M e n o C s to . g c t e o io e c s o r a r o .e n th n rr o ,e s r e v l “ e w a e D l O te a e ro te ,C r to e w th c s w i o e a th th ir n th s r e s e e B w c l O B P a o P e R te C n r R d c th w o rie r e th r ss e e e lB a a cr P o te cR n h w d q ir ue th es s e B ta i P o rR c n h , “ qD ue os ets i o th ne , “ O D C o e cs o r th re el a O te C w co ith rr e B la Pte R with BPR correlation sign is given to t2 h.e thT re oe d O ev Ce f la oc pto ar n s a w nia th ly th ticea h l ia g p h p erso t 2a c . c oh r rto T el o a a ti d so s ee v ns e s w l o tip h th e a ts n h uc e a n c Be a P s lR y s ti .o c fa B l P aR p p in ro iti a2 c ah .ti v to eT s a o w s s d ie te s h v s e stp lh oe e p - sa uc n c ae n sa sl y oti f c Ba P l R a p in pir ti oa ati cv he to s w as itsh e sssp teh -e success of BPR initiatives with spe- 9. Proje 9c . t 9m . cP a or n rP o r ae r jg e o lc a e je t m ti 9c m .o t en n a m n t; sP a ia g a r n g o n n a e j d g e m is c e t e m gn m ie v t;n a e a n t; nn a a to d g 9 n e .d t m h ce e o P n r th r r t; e o r la e ja e e n ti c d t O o c m n C o a r s fr in a g ea c 9 l n to a g . ti i es rm o s g n P w e i v r n si o e it; th g jn e n a c th to n t is d m e t g h h a ie v in g th e a h n g e r e e to sm t e c tO eh o n C e rt; r th e fa a la n r ce ti d to e o rO n s C w w if it th a h c to t th hre e s B h w P ig iR th h.e th st e c o hrir ge h la es tit ocn o r w re itlh a ti th oe n B w PiR th . the BPR. respect for people, outcome orientation, a1 cn o . d n s itr n Tn uc oo a v ts sa s ?ti e ”s o , s n tw t h ao r e e o r h b eljie a gc ti h ti v ly v e e c c c so o o g r r n r r ui s e etr ll d a a uc e te ti d o d ts d n th ? O i um ” b eC ,e w tw t w f -o a w o e r ce k to eo a 1 n o b r k . s f t j)e h tb c h eti T e ie tw s v ol e e sa s tu e m s e s g e d n e ui n y se ts s :d l e t e o h m d f e e th B r n d e P ts e liR a um w o ti a fo v n B - r e d w k P c e O R o oa d 1 c f r C o o k .r it um n n e ;) h l a s b io a s tr n T e ti n - d s tw w uc o e o tu n a e s ts e d i a se b d s ? k y n e e e ” ):t s ,e a b w s tw ln e e t e tw d h m e o e n O e e o r n t e C b e h ts n l je f e a a e o c ti e l c ti fe v lto e v B m e m e r P c e s sR e o n o n g r ts o n r ui ts n e o th l d o o a fe f e ti n B d B o e o P P th n th R sR i b d e e o r e a e n w .t n a w T o o d n h n e r d O e k e e n O s s C otr if t C d ; h o t a e h e f n n a a ig e d s c n l to e s d tu m rO se d C o n y n ts :f a th c oto f e B o rs P th o R e n r a .th n T d e h O e o th s C tr ;e o r a.n n T g dh e strong 8. Busi8 n.e ss B ca us se i;n e ss case8 ; . Business ca8 se . ; Busi8 n.e ss B ca us se i;n 8 e .s s cB aus se;i n ess case; Moreoverth , to e B aP nR sw M c th o eo e th n r rs B th e e tr P o B e uc R v P s e c e R ts ro c , c o n a to th o n n sn tr d d e as uc n B tr r O s e P uc w C ts sR e P e ts a a c r r n fo a c a th d n h c n s to e O d q tr s C r ue O uc e sP c .C s o A ts f tP n a ith n o a c d f n n a to e a r c , d n B e r to “ a s s P O D l.e r y R C A s a o ti .r c e P n A c c o s a h f a n n th a l n s q c m a tr a e ue to n l o uc O y a rd s ti l s th C t y ts e .c i ti l o A e a c a w n c lo n B n a ,m r a P d l a “ rs o R e m n D O c ld a a c r o o C l e e te o e y d M la P n s ti e w te w s o l th c f tr a a r w d a ie th s e c l uc a to o to m c O s v r B ts r o e a C c e s P a r s r d a . R e s ,te c A n e e a to o ld d s te n r w s r a O to d a e th a n n l C s to a s a a e w P te c s l r r y a s f e e e e s w ti a l r a s s a c c te s e ith ti to a th s th l d v s e r m e B s th e to s . P e o r A e e c R d a o l r n s e a e n s lti a l e d w a n v sti s a r e a v e l th sy s e c e ti e r a c e rr a a e cll te h a m ti d qo v ue to d ee s a lt s iw o se n ass ,s “ c th D ree o a e te rs ed lth a to ti ev O a es C se c so s rth ree l a rte el a w tiiv th e BPR This resulted in a model thT at hc is a n re a si ul d te pd ra icn ti ti a o m n Te o hr d is se il rn e th sful i an t te d cid a nn g i n a th ia d e m p cr o oa d rc re ti ell ti a th o tin a ot e nr c s ( a sn itr n a ofin id n g d p -m ir n a e g c- ti th tie o n ce or rs r eiln a ti fio nn d i(n str g o th ne g -c m or er -elation (strong-me- cic fiif c 7 i c .s e stti etti C no n gn g s c s o l us f o 7 f t. h itv c h ee i e f e C i d le ce o e lm s e n ce m ic 7 e tti sl.n ie us o n n tn s g i t v - s c C o s m e i f o o f o i a f d a n f c k n a e c 7 ts in c h l.n e O us i e tti s g O C ie i ;o C v n .l C n e e g .o m - s m d n e o e c a n f c lk us i tts s ic h n i i io e o f v g i n fe e c ; - a l7 m d s e n .e m e a tti O ck e iC s n n iC n ig t .o o g ss n n c ; o o - ic f m f f 7 li us c a .ta n h s k i e e v O i tti n C e eC g lo n d e ;.n m g e c c se li us o s nift o i s tv n h o e -e m f d e aa e ln e k c m i O is nie C g o n ;.n t- sm oa f k ain n g O;C . To accom Tp o la is ch c o tm h ci T o p so ,rlT r i ts a e o h h c l e a a c t ti o c r h c e o m ic o s n so ul p m , r b l tr ts i p h e s ele tw h lio a s r f t ti h e e h th o s e t iul n n s h e , i ts b m s t T fh ,i e o r o t e o tw s h d f a t r e e c e e th r c ls e e r o e e ul e n sm s e l f e ts ul m a T ip m r r o ts s o c lo e i t h d s f a n o r h e c th q t e f c l s s u to e th e h e c a e m la o in f s e e s r ir ti p m d , r c r fs o l t h e ie it h e r n l s n s v a q e r h t t e ti w a u s r s r t lo e e e ua h e e a n s s r a s in ti ul e s e r te b d , o c a u ts e t h d r n h e tw s c v e q e h o w th d a u f e r q e r l e e e th ua to o r u n s s e ug ti e e ul te r m s u o f e ti ts h s d i n p o r o e s d r a o d w th n t e e f p s e r to w r lth e e a o re n e s e n ug l e r e r t e e e u e a m f lp h s r i u r o e c r e s a e h f d s n t s e e t p e q r d to s x e a n u p s a to n t e r e e n e e s a r d lti p r ts r e o o c re p e h f n iv s n r e a e e q w x l s Q n u ua p e e t e a n e rs ta e te r t ti ts u r d o . s n ith e n d w r Q o e to a ug rta e r e h u r.p s a e r e d p s a e to n n e t rle o pfr e es xep ne t rts in Qatar. 2. To d 2.e 2 v.e lT oo p T d o ae n d v 2 e a e .v n lo e ap llo y T a p ti o n c a d a a n e ln v a a ae n p lly a p oti lr p y o c ti a a ac ln c a h a l a p to n a p p a rl a p o y s r a ti s o c e c a h s a c s lto h t a h to p a e p s a s s r 2 e uc s o .s s as e 2 c c s e h .ts T h s to s t e oh o T s d e a f uc o e s s B v s uc d c P e e e e s lR c s v o se s e p i t s l n o h s o a f i e p ti n o B s f a a a P uc ti B n n R v P a c a e R e i ln s n y s a ti i s iw ti n l c y o a iia ti t ti fti l h a c B v a ti a s P e p lp v s R p a e e w r p - s io n p iw a t ir ti h co ih t a a s h ti p c to v h s ep e -a to s e s -s w a es i sts s h e t ss h sp e te h s -uc e scuc esc se o sf s B oP f R BP in Ri ti in aiti tiv ae tisv w esi tw h is th p es-pe- correlation sign is given to the three OC factors with the highest correla th tie o n B P w Ri tc h o t n h se tr B uc Pts R. a nd OCP th fae c to BP rs R . A cth o n n e a s B n tra P uc lR yts ti co c a a n n ls d m tr O uc od C ts e P l a f w n ac a dto s O c rr C se . P a A te fn ad c a to to na r a l sy .s ti s A e cn s as l a th m na e o l y d re ti ellc a w a ti lv a m s e o cr d ee alte w d a s to c r ae sa ste esd s th toe a r se sl ea sti s v th e e relative co cn on str str uc uc tsts ? c” o ?,” n tw ,s tw tro uc o o ts b o cb jo ? e” jn c e,s ti c tw tr ti vuc v eo s e ts s o g b g ui ?” jui e d ,c d tw e ti d ev d o th e s th oe b g e w jui ew c o d ti r o e k v rd k e o s th f o g f te h ui t w h is d i o s s e r tu d s c k tu o d th o n d y fs e y :tr t w h : uc i o s r ts sk tu c ? o o ”d n ,f y s tw ttr h : iuc o s o sts tu b? je d ”c ,y ti tw : v e os o gb ui jed cti ed v e th s e g ui wd or ek d o th f e th w iso srtu k d of y t : h is study: The medium correlation is givenc to ifi c th se e tti fon l1 lg o . s w o in T f g o th th a e 1s .r e se l ee e sm s T e o l t e e h n a m e t1 s se r s . e e n o 1ls .f ts a s a ti T t a n v o h n T e e O d a o c c s r C th i o a s ef.e s l r i a e c s r s ti e s e w s l s v e ta s h e e tti ti a t e c o h k n o r n e g e c r 1 l o s r b ra e e .r e o ti l lr ta a fe v w ti ti t le T a h e v o ti c e o e e n o n o e a c r b n l1 s t o re e h s e .r m t e e l r w a s e e e ti s le n T l a o e t e ti to h n n m so e a o t b e n h s r f n e s e e b t a ts e l w e a n e s t ti s lo e w e O v f e tm h e n C e B e e c e P .c t n in h o r f R e i ts t e rc h lr a a e e s e o n ti ll e f e a d e v tti m B ti l e e O P o n e m c C n R g n o e s ts ;r b a n r a o e n e ts o n f td l w f d a t o h B O ti e fe P o e C B n n R eP ;l t e b a R a h m n e n e a t d d e w n e n O l d e e te s C m O n o ;e C f t a n h ;n a ts e a n d n e o O d l f e C m B .P eR n ts an od f B OP C R ; a an nd d O C; and 10. OC c 1h 0a 1 . n 0T .g O h eC .e O m C c T h o e c a 1 d h n a 0ia c .g u n c e m o g .O m e c C .T o p o r c lr i h s a ea h c la n c t ti o g h o m e in s . p , il t1 s ih s 0 g e h .i T v rth e e h O s e n iC ul s m to , ts c te h h t d h e o aiT e n f u r h g e th m fo s e e e ul l .c m l T 1 o o fts 0 i o e w rr.r d s o a i et in c l f u O a r g cth m e ti o C th s o m e e c c n r a o p f h e r ir ile r a c s r is s n h e e g t h l g lia q r e v e t e ti m u .e h s o e n e ie n s s a n to ,ti r its to c s h t h n g a h e i n q e w v r d u e f e e o s e n th rul ls e lto ti o e ts u o w w t s n h o ie e n e f d w a g th f k e to o th r c e le lo r r o fe r e u iw r e r p s e s ie r e l t n e a d lr g e s ti e e m to o th s n e n e t r r a n e e rts e p c h r e a e ln q e sd e m un e th e t sn ti ets o w n ae n w ad k e th r ce o e r u r w s ee e la d ati k to o c n o r r er p erle as ti eo n n t MM oro eo re vo ev r,e to r M , to o ar n e a so n w v se w er r e ,th r to e th a s e n e s c se w oc n e o d r n th r d e e s re e s M a se e rc c a o o h r rn c e q h d oue v q re e ue s r M st,e i s to o a o tM n r i r o c e a ,o h n o n “r ,v D s q e “ w e o ue o D rv e e , o s e r s to t e rth th i,s o a to e n e th n , s s O a e “ e w n C D c O e s o o w C r c n e o th d e c s rr o r e r th e th r e s l r s e a e e e e te c l O a a s o r e te C w n cch d o c iw th o n q rir e d ue th r B s e r e P s l e B a a t R s r i P te e o c R a h n w r ,q c “ ih ue th D q o s B ue t ei P s o s R n th ti ,o e “ n D O , “ o C D e c so o th e rs re e th l O ae te C O c w C oir th c ro e r lB a rP e te lR a w tei th w iB th P R B PR with organizational strategy. This indicate 2.s thT at oth de ov se e lth op r e aen e a le nm ale yn tits ca a l ra ep v pe rr o c y a o c irm h re p to la o ti r ata o s2 s n n .e t s s isg T tn h o i e s d sg e uc iv ve c ele n o s p s to o a tf n h c B e a oP n r th R r ae r l l y i e a n ti e ti i c ti O o a c 2 a n C lo .ti a r s v fr i p a g e ep c T s l n to a r o w o ti i s rd a o i s g t c e n h w h iv v s e s ito e ith p l g n o e n p a th to - s i s a s e t e n g h h s ie a s v ig n th e th h a ne r le y e to s s ti t euc c c tO h o ac C e r l e r a th e s fp s a la r p co e ti to rf e o o r B O n a sP c C w w h R if i to t th a ih n c ito a t th ti h sa r s e e s ti e B h s w v s P ie g iR t s th h h .w e e th s is t tuc e h c o h s c rip e r ge s e h s l-a e o s tif t o c B n o P r w R re i ti lh n a ti itti h oa e n ti B w vP e iR t sh .w th ite h B sP pR e- . 9. Proje 9c . t mP ar no ajg ec et m m en an t;a a g 9 n e .d m e P nr t;o a jen cd t m an9 a.g em Pe rn ojt; e 9 c a . t nm dP a r no ajg ec 9 et m . m en a P n t; ra o a g jn e ed c m t e m na t;n a an gd em ent; and 1 co . nstr Tuc o a ts ss ?e ”s , stw cto ho rer c o e r ob l e n a lje s a titr c ti o cti o v uc nv c r e o r b e ts e c 1 r s eo l r ? . tw a g e ” rti l r ui ,a e e o tw ti T l d e n a o o n e ti o c b n d a o o m e o s r n b th tw b s r o e e e jb d e tw e l s e e a e c s w e tti ti l e w n to v o e h e e r ln m n e e e k e s m r n o b m o g e d e e f l t ui o tw a h e n td ti lh e d t e s v e e ie e l s e l e a d lc e e n e s n o c m l tu m th d e o r m r e m r e d e e e n r o n y le e v w t d a ts l :n s a ti a e o t l a ti lo o s ua r n k o f n e a d l n B te n o e b P m f d e b d e R v t e tw e h e th a t n v a w ilc s e ua t n r a o s e e o s l d r e n ua ug tu a te r n O e n m d d 1 c te lh d tC a o .h y o d ti th n ;a e e :d o a s v r th e e p tr n n T o a l la d e r l ug uc o b e ua n o m le a e ug e ts h tw e s l te m n s ? o a h d e ” ts e e f s , n p e a s th e tw o n t a x s t p f n r h p m a o o a B e e e n ug n lP o o r r e d ts o d R b e lh f l e j e o e a a ile v n a c ti f n x e ti a v d e p p l Q lv e x e ua a e O m a e p r n c s ta ts e C o te e e r g r l r n ; ts d i r ui .a t o n e s n f th l i d a Q n d a e e ti r n x a d Q o o d p ta ug n th a ee r ta rb .v e h ts r e a w . a tl iw ua n o p e ra Q te k en n a d o e ta f t lth h t r o h e .f r i o e s el ug x e sp tu m h ee d ra n ts y ts :p i a n o n fQ e B la P o ta R fr e .a x np de r O ts C i;n a n Q d a ta r. dium-weak) between elemed nits um of- w BP eR ak o )n b o etw ne e se i d d n ie um e a le n - m d w e O e n aC ts k ) fo a b fc e B to tw P rR s e e o o n n n e th o le n e m e o s e th in de ts er .a o T n f h d Be P O s R C tr o o fn a n c o gto n e rs s o id ne th an ed o th OC er f . a T ch to er s str oo nn th g e other. The strong 8. Busine8 s.s caB se us ; i 8 n.e ss B ca us se i8 ;n .e ss B ca us se i;n e ss ca8 se . ; Busin8 e.s s cB aus se;i n ess case; the BPR c th oe n s Btr Puc R c ts th o n a e th n s B tr d e T P uc h B O R iP s C ts c R r P o a e c n n f s o a s ul d n tr c T s to te O uc h trC d r iuc s ts s P .ir n A ts a e f n a s th n a a ul c d n to e a m te O d n B r o a C d s P O d l. y R P e C i A n ti lf c P n c a th th o a a c f a n a l to e a m n s c m t B tr a r to o c l s P o uc d y a .rR d ti e n A sts e l . c c n l a A a th o a w il a n d n n a m n a s T d t a p tr a so h n c l r O c uc y d i a a a r sti C n l e c e y ts r ti l c a P e ti a w a ti te a s ic f ld o ul a n a d a m n s c d l p te to to e o m c r O r r d d a r s o e a C s e c a s d ii.ti ln n P s te A e w ti e lf a d f s n o a a w i s n n m s c to a th a d to e c n o s r i r a a e r n s d e c s l s r g a r y e s i.e e n te e lti A th l a s a th c d fte s n ti i a e n th a to l d a v c d t m n e e o to ic a a n r o a r s l r g e y d a s n e l e s ti e l a th a s s a lc ti s e iti w a e d v s th o l s e a c m p n th e o s r r o ( c r a e r s e r d c e tr e l r ti e l a a e o a lti ti l te ti n w a o v g o ti d n e a n -v e s to m e r( cs s e r a tr - e isn a s o te e n fs ig d n s- d th to m in e e a g -r s e sth l ea se ti s v c th o e e rr r ee ll aa ti ti o v n e (strong-me- T ciT o fi o c a c a sc e co c tti m o cn m ip f g c ip li c s ifl s io i s h c s e f h tti s t t e h h ttti n h i T e sg i o ,n e s c s ,t li g a e h f o ts c im h e f c c o e t o e r s f h e e m n rt e s tti e t h ul p s s e e ul n ll T o ts ie e g s f o ts m l h s a e o a e m o n f o tc n h f f c th O e t it o th s n s h C e m , t e o e s t .f f p h i e o f r a le lis i f e r n s t s r m a h e t O r n s e e r t C ul s n O h e T e s t .io C ts s a s e , r a .a o c t o r c f h h c f ca e h o th q n m r q u e e O c u e p s if s C e f ul lii ti is r T c c .sti ts s o i h o f s t o n i e c o r a t n tti h e w c f s s i c w e th n s e e o tti ,r g a e m e e t r r s n h e c p f u o g e h il u r s f s i s r e q s s to e t d h h e u s fr d e e ul t to e t s h h e s to ti ts e i le r s e o a e ,m e r o r n p e t lc fe h e p r h w m th e n e r s e q e te r e e s s r u e n n e e o f s e t n t iul f s s u r t ti s a s o ts t n o e fr d n a O o e n s f to w C e th O a e . rr r C e e e c p .h f u i r re q sss e u t e d e r n s e to t ti se o r a n e r p c w h re e q s re e u n e u t ss ti eo dn to w r ee rp e ru es se ed n t to represent The medium correlation is given to the following three elements and th ce o r w re ela ak ti c oo nr r b ee ltw atie oe nn model e clo er m re eln at ti so c a n o n r b d re ee tw lv ati a elo e ua n n te b m e d o tw d th e er le o e n ug l e m m h o e d a n et p ls a e a n ln e em d l o e efn v e ta s x l ua p ae nte r d ts d e iv th na r l Q ua oa ug ta teh r d . a th p ra on ug elh o a f e px ap ne erlts o fi n e x Q pa eta rts r. in Qatar. 2. To d 2.e velT oo p d a2 e n .v 2 a e .n lo T ap lo y T a ti d o n c e d a v ae le n v a la o e p lp ly p o ti r a p o c n a a a l a n c 2 h n a .a p ato n lp y a r T ti l a o y o s c a ti s a c d e c lh 2 s e a a . s v l to p e t a p h l p o a r T e p s o p o s s r a e uc a o c d s n a h e sc c v a to e h te n h s l to s a e o a lo s p s y a s f uc ti e s a B c s s n c P s a e e s l a R t s s n h a s i p t a e n o h lp s y f ie ti r uc ti B o s a c P uc a ti c a c R e v lh c s e a e s i s n to p so i s w p ti f a o ra i B s o t fti s h P a B e v c R s s P e h s p s R i n e to t w h - i iti n e i at a i s ti h sti s uc a e v sti s p e c s v s e e e t - s w h s s e iw o t h s fi uc t B s hP p c s R e ep - s e s in -o iti f a Bti Pv R e s in w iti it ah ti v sp es e -with spe- is given to the last three OC factors among the nine. In the appli th is e d e g iB c v a P e sR n e ,t c i o th o t n tw e h s B tr a e s P uc l a R fo sts t c u o th n an n d rsd e tr th e O uc a O C tts C P a i ffs a n a c g c d to to i v O r r e s C s n .a P A t m o i th fs n a o t e g c h a n to iB n e g v a P r e lth a l s R n y .s e ti A t t c o o n c th n a n it n r l h a s e m e n tr ee . a uc l o IO a ln y d sts C ti e tth lc th a fw a e a n r l c a a d e m to p s e O p o c r O s r d C li e C a e e P a d l m te ff w a a c o d c a c a n to to s s to g e c r r , th s r a si e .s t a e a s A m w te e n n s a o id s n s a n th to e n g f.o a e th I u a l n y r s n e e ti s th d l e n c a s a e th i ti s n l a v th a m ep e t . e p o I n d lri e e e th ld la w e ti c a v a ap s s ee p c,r lii e t ea d w te c a d a s s to fe o, u a is t nsw d e s a th ss th a ft o e u r n ed la th tiv ae t 1.1 . TT o o a c s a os 1 c s n e s o .s s e n tr s ss s uc ttr T h tuc o h e ts e r a ? ts e 1 c s ” rls e o ? .,a e l ” n tw ti a s ,s ti s v tw tr T o v e tuc o h e o c o e o b a c ts o s r o r je b r s e ? rc e e l ” jre a ti l s e ,a c ti s v ltw ti ti a v e tti o v h s e o n o e e g c s n o o r b ui b g e r b eljd r ui t e e a e w e t c ti l d w d ti a e v e ti v e e e th d c n o e e o c n s n e th t o n h g w t r b s e h e r ui tr e e o w e t e uc l d r w l a e o k e e ti le r ts m d e o 1 c k o e m o ? .fn e n th o ” n t n e c ,f h t b s e n o ts h tw tr t i e T n ts s w h e tuc o o s w is o e o s tr f o tu a l e r ts f B e o s uc s k e tu m d 1 B b s P ? n e .o ” y jP ts R e e d s ,f t :R c n ? s h y tw a tti ” ts h e :t n T a ,v h i n d o o e tw s o e el d s f e o a s O r tu m o s B b O g eC s ljui P o e a e C e d ;R b c n s ti y d a ;s ti j ts v n :a e e a v te n c d d n h o e ti d d c e s f th v o B r O g e r e e r ui P s C le w a R g l d ;ti a ui o a e a ti v r n d n d k e o d d e n th c o d o O f b e r th t e C r w h te ;e w i lo s a a w e r n s ti k e tu d o o n o r n d k f t h y b to h e :e f t i e s w tl h e s e itu m s e n s e d tu n t yh ts :d e y o e :f l e B m Pe Rn a ts n d of O BC P;R a a nn dd OC; and in strengthening the first construct of BPR. T cio fi c a c sc eo tti m np gls i so hf t th hie s ,e t le hm e e re ns tul s o ts f T a oh n f e th O m T C eo e .fd ia r ic s uc t m o rm e cs c o p e ir fa li r ir c s e c h ls h a et ti tti q h o u in n se ,g s its s ti h g o o ei f n T v rt h e e w h s e n e ul e m to r ets e le e t d u m h ois T e f u e e h th m f n d o e t e l s to c m l T c o o o fi i o e w r f f r ri r d e s c a a i e p t in n c lu sa r r g c e m e O e ti o tti th s s o m C e e c n n r n a .o p e g r t r ile c s s r i s h e e g o h l li f a q e v t ti t m u e h h o e n ie e n s s n to ,ti e its t lo s e h t n g m a h e i n e w v e r d e f n e e o s n t th rul l s e lto o e o ts u w f w t s a h o ie e n n e f d a g th f k O to o th c C e l lo r r o .fe r e iw r e r p e s ir e l t n e a lr g e s ti e e m o th s n e n e t r a n e rts e c h e a ln q ed m u e th esn ti ets o w n ae n w ad k e th r ce o e r u r w s ee e la d ati k to o c n o r r er p erle as ti eo n n t 10. OC c 1h 0a .M ng O oe rC .e o cv he ar M n , g to M oe r .o e a o r ne 1 v so 0 w ev .r e ,e r to r M O ,th C to o ae r n c e a s s h o n e w a v c sn e w o er g r n e ,e th d r to .1 e th r 0 e a .s e s n e e s c s O ae w o rc C n M ce o h d r c n o 1 q h th r d r 0e ue a e . e s r n oe e v s g s O a st e e e e r ic C r o .c a o ,h n r to c n c ,q h 1 h d “ ue a 0 a D q r n .n e ue o s g s st e w M O e e is s o .a t e C o n th r ir o c r , c e th h n e “ h o ,D O q a e v “n ue o C e D sg e e r o ,s e c s c t to e o .o th i s r o n ra n e th d en , l O r e a s “ e w te C D O se e o C c w a r e o r c s ith r c th o rh th e e r l r B q e a s e ue P e te l O a c R o te C s w tn i c iw o d th o n ir r th ,r e B “ e sP D l e B a R a P o te r e R c s w h th q ith ue e O B sP tC iR o c n o , r“ rD elo ae te s w thie th O B C P c R o rrelate with BPR 2. To develo T p h i asn r a es nul a Tlh te y T iti s h d c 2 c i r o .s a i e n r ls r r a ul e a eT s p l a te ul m o p ti T r d o te d o h o d e n d i i an s e v c s l ie h r a i n th e l g o to s m n a p a ul t i o m a s a te d c s n o g a s e d d i e n l a v s e i n th e n s a la n i t th a d a l h y t to e T a m ti p c t h a c r t s o c h a a c uc n io d s a c e l r ti e a n r a c r th l i e ti e e p d a s th s lr o p i a ul s e d p n r ti a e o o r e te t o p a f O r an c d s c r c B a C a ti h s iP i n c n ti i n f ti g R to a o a f T ti n a c n i i ih n d o to a n i e m s s i d n i r s p r s ti s e o i g s e n r c 2 r a r d ii s a e w o s v g .ti n s e c s r e v il i ti ul th r t f n n th e e h i th ti n T te s e lto e f o a d th i o a w n d c ti n s t it o uc d n d e e o i h c ir t r g e i n n h a e h r n s c v e n i th s e g th a g e i s l in s a p a l h g m e th s r o ti ie n e e fd p o c o i o - s e e n i o f t n d s p a O c d r c B e n r o g r (i o C a lP s e n r i r a tr c v l r th R g r a f n ti e e e o a ti l a a th n ti i lc n a n a o l t o to ti y g to ti e i n c n ti ti - o r o a m c e ( a n c s tn n o s r h ti a e w tr s r (e l w a v - r s o ii i a e tr e th n th i d n l p t s o a h g r f p p w ti n th e i -t n r r e m g o h o ia d e t n -e O a c h e m ih ti c n - B ( C i h s s e ti g g P p tr - f o h to R th e a o n e - c . n e s e to at r g sc s c r - so m s o e ir n s r w r e r s e - f e il i tth la n h ati d e ti th o io s n n uc n e g ( h w c s th itr e g it s e h o h s n e c t o o s g h f t r - e r m c B e o B P le r P a R - rti R e i o l.n a n ti i ti ( os a n tr ti w o vn e it s g h -w m th it e e h - B sP pR e- . 9. Project 9m . an P arg oe je m 9c . t en m t; P a a r no n ajd g e 9c e . t m m eP n ar n t;o a a jg en c ed t m m e n an t;9 a a .g n ed m P e rn ojt; e c 9 at .n m d a P n ra og je ec m t e m na t;n a an gd em ent; and 1. To assess cto hrer 1 e r . l ea la titi T o co v o nr e a r b e c s eo l stw a e rti s re s e o c le n ta o n h ti c r b e o r o m e e d r r n tw l e r o ia e um lb d a ti le e a e ti o e tti lv w - n n w o e e e lb n m e e c e e m a d o n o b tw k r i d e e um t r )tw h e n e e b le lt e a e s e - e n e tw ti w e l a lc e o m n e n o e m e n m a d r o m e r e k b e d n e e n o )n e e l v e t d b a tts ls w a l ti e e e e la tw lo o m ua e l c n e f e n eo m e d n l e B te e r n b e r P e m t e d ts e n e h n R v tw le e e t th a a o n s a lti lf e e e ua t n r a lo B s m e o e d n n n P ug m a te e d O R n n b m d e d 1 h d e C ts e n o . io v tw th um n ts ; a e d a o a v r l o f e p e o n ua T o a l n B - e a f d l ug w o e e n ua P n B te l a e e R s e P m h d i a s l te m d R s o k o o a d e th e n e )f d a s n p a b s n r th o e et n a e o x l n d s t tw n r d ug h p e e o a O e e l e O s ug n e le h r C ir m d e C ts o d e ;n a h f e l e e a f a i e n a e p a v n a n ti x l c t n a a d e v s p to p Q n d lm e ua a e a e a r O r n c n e l s ta ts o te e n d C o o r l r ts f d n i r .e f o n e e a v o th f th lx c a Q a fe to p e ti r lB x a ua e o o o r P p ta r ug s th n ts R e te r o r b . e h o ts d n ir e n n . a t th th i w T o Q n p e h r n e a a Q o e o e e ta n ug n th a s s e r ta tr it l.d e h h o r r o e e ..n a f a T g e e p n h l x e d a e p m n O s e e e tr rl C n ts o o ts f n fa i g n e c o to x fQ p B ra e s P ta r o R ts r n . a ith n nd e Q O o ath C ta;e r r a . .n T dh e strong th th e e B B PP RR c o co nn str str uc uc ts th ts a e n a B n dP d O R O C cC P oP n f th a sftr c a eto c uc B to r P ts s rR .s A a .c A n o nd n n a s O n a tr n a C uc l ay P lth y ti ts fti c a e a a c c B n l to a P m d l rR m s O o .c o d C A o d eP n n le s w th lf a tr a w n a e c uc a s a to B ls c y ts P r r c ti s e R ra .c a e A n c a te ao d lte n d n m O d a s to o n tr C to d a uc a P l e s y a lfs ts s ti a w e sc c s e a a to a s s n s l s th r d m c s th re .O o e A e r a d C e te r n e P le a ld a l f ti w a n a to ti v a c av e l to s y a e c s ti r r s sc e e .a a s A lte s m n th d a o e to n d r a e e a lly l sw a ti sti e a cv s a ss e lc th m ree o a d te re ed lla w to tiv a a s es c sr ee sa ste th de to re a la sti se vse s the relative is given to the last three OC factors among the nine. In the applied case T,h it isw ra es sul fote ud n d in th aa t m odel thaT t h ci asn r e as id ul T p te h rd ia sc ir ti n eti sa o ul n m te eo rd s d e iin n l th a fi n a m d t o icn d ag e n l th a th ie d a c t p o c rr a a rn c eti la a ti iti d oo n p n e r r(a s sc tr iti n o ti n fo ig n n-d e m r in s e g -in th fie n c do in rr g e lth ati eo c n o r (r se tr lo ati ng on -m (s etr - ong-me- cific setticn if g ic s o se f tti thn c ei g f e c s ili c e f o im s f ce te tti sh e n e tti n t s e g n lo se g fm o sa f e o n tn f h O tt es h C e e o .l c f e e i f m a lie n ce m s n O e e tC tti n s t .o n s cf i g o fa s ifn c o a s O f n e t C tti O h.e C n e g . lse m ofe tn htes e olf e m an e n OtC s .o f an OC. respect for people, outcome orientation, and in Tn oo a vc acti oo m T np o T a la r i o s e c h a ch o ctic m h g r c o ih e o p m ss l,rlT y p r i p ts e o h e c lh li c e o a s a t t r ti h c r h r fc e o o e t ic o s n s h l ro ul m a , i p r te b s tr ts p h ,e e e d o l t e tw lih o a p s O r e f ti h le e e C th o s e rt ,e ul n n h o f e s i a u ts ul b m sf c ,tc i e to r ts o t o tw s o h d f r t m e o s e e th r f le e r e e e th e n s ro s e le f e e ul r m a s im i r r p e fts s o c in e e t h r d c n ta s o r e t t q t e f l ti s f s u ro th e o e e T r c a e r la s e n o o n s e e e s r p r ,ti m d T c a p r a f a e o h e r i o c e e o n e r n c l c c n s v a p d q h a o t t t ti w a c l u m s f e i q r c lo o e n e ua ,e o u a p n s r n r s o m n ti e e l e o p te u i b d s o a s p v u e ti tc e d h r n o a l e tw s o c i o ti v e p s h t w th n m h d h a o l e e q e i w r l n e e s ua t ,to o r u n h ,e e o ug o a e t i r te u r r r m s s h u e e i e ,ti tc h e e s d p o u to h e n o h r d r a d s th n ita e m e e g e e s p s d to w r l h ti r e ul e a o e l e o n e y to n ug o s l ts r n r t e e ul r e e c , m ilp r h o o e a ts e u o r n f r e n p a e f s r n ta th d o e s e re t p e e f l d ti s x e a i s a n n th o p te e a to n t fn n n e i n e e d r o ,r t d l s r ts f v a O t e o in a e r p r fC is ti v d e n rt e a e s o f x ir e l s Q n a n ua e p e a c n a s n e a rto e ta o c te r r t a h ts e v rr d r s a . h c q iti h th n iu g o e q r h Q n s o u l ti a y ug a e ta o r s c e n ti h r o .o h r w a r n ig e e p lw h ra a e lte e y n u r e d e c s l o e O u o r d f s r C e e to e l d f x a a p te r to c e e to d p rr ts r r O e e s p s C in r ee n fs Q a t e c a n to ta t rrs . 2.2 . TT o o d d e2 v e.v e le o lp o Tp o a n a d n 2 e a .v n a e n all a o y T lp y ti o ti c a d a c n e l a v l a a e n p alp a p olp r p y o r ti a a oc n c aa h c l a h to n a to p a l a p y s a rti s s o e c s a s a e c s s lh s t a h to p th e p e a s r 2 uc s o s .s uc ae c cs e h c s T s e to s t o sh s o d e a f o e s 2 s f B v s uc .B P e es P lR c o sR e T p it s n h o s ia n i e ti n o d i ti s f a e a uc ti a v B n ti v e P a clv e R e l o s y e s p s ti s iw n a c w o iia n ti t fil h t a B a h a ti s n P p p v s a R p p e e l y r - s e io n ti -w a icti c a ih t a lh ti a to v s pp e p a s e r s -o s w e ai s c ts h h t to s hp e e as -suc sec se ss tsh o ef s B uc Pc R e s in s io tifa B tiP vR es iw niiti th ati sv pe es - with spe- To summarize the results collected fth roe m B th PR is c w on osrtr kuc , th ts e arn ed sul Ots C P o ff a th cto is rm s.i th o A sd e g n e iB lv a P a n eR r n ae l t c y e o o ti x n tc -h s atr e l m uc lao sts td th e aln r w d ee a O s O C cC r P e i ff a s a a te c g cto to d iv r to r e s s n . a a A t m s o i th s s n o e t e g h a n s is B n e g v a th P e lth a lR n y e se ti t t c r o o n c th e a n lita n r l h s ti e m e tr ee v . uc l o I e O a n d sts C e tth l th a fw e a n r c a a d e to p s e O p c r O s r C li e C a e P a d m te ff a a c o d c a c n to to s to g er r , th s a si .s t a e s A m w e n n s a o is n s a n th e n g f.o a e th I u l n y r n e e ti th d ln c a a e th i ti n l a v a m ep e t . p o In d li e e th d l w e c a a ap s se p c,r lii e t ea d w te c a d a s s to fe o, u a is t nsw d e s a th ss th a ft o e u r n ed la th tiv ae t 1 co . 1 n.s tr Tuc o T a o ts c s a s o ?e 1 c s ” ns s o .,s s e n tw tr st ss uc h tr T o t euc o h ts o r e b a e ? ts c s l ” r je a s e o ? ,c ti e l ” n tw a ti s v ,s ti s v tw e tr o v e t c uc h s e o o o e b g c r ts o o r jr ui e b e e ? rc l ” l jd re a ti a e ,e c ti ti v ltw d ti a v o eti v s e n th o 1 o e g c . b s n e o c o ui e b g o w r b tjd r ui n w e e T e o s e t c o l d e r w tr d ti a k e e a ti uc v e n th d o 1 s o e e s .f t ts n s n e th e h t 1 s g ? w h t e b e s .h ” ui i e T e o s ,w e tt lo h d r tw w e s e o k e e T tu m a le r d e o o o s r k e e m d c s e fn th o a n o e o l y ta e s b s n ts f h t :e n s ti s h js t i e e ts s v w tr h e o tc s h e f is s ti uc e o s o e tu B l c v t r f e s h o r k P ts e tu m d B e e r s R ? o l y r P a e d ” r g e f :R a n e ti ,l y ui t n a l ts tw v h :a a ti d d e i ti n s o o e o O v d c n f d s o e o tu C B O r b th b c r P ;e C d o je a e R e tr l y ;w n c a r w :a ti a d e ti e n n v lo o e a d d e r n n ti k s O o t b g o h n e C ui f e t b ; w t e d h e ale e t n i es w e d m d n s e th tu e e tn h n e d ts e w t y h e o :o le f e r m e B klP e e om R n f ts te a h n n o its s d f s B O o tu P fC d R B ; y P a a:R n n d d a n O dC O ; a C n ; d a n d T cio fi c a c sc eo tti m n d p g ilum s i so hf - t w th he ie d s a i ,e k um d t l) e h i um T b m e- h e w e r tw ee - n e w m s t c a e ul s i e k e e fo a d i ts ) d n c k f ib i um e ) u s a o e le b n m tw f etti e m th - O tw w c e n e o C e e g e n r e n .a f s r ts e i k e e r o n l s ) l o f a e t e b fti t m lr e h B e o e tw e e m P n s T n e R e e o i e ts a ld s n e e o r a its g m n o c n um T ch i f c e v h e o o B o lq n e e n fe - m P n u t w e B m m s R e p P to s e e o e s il o R a d n ti d i f n t s k ts e o a i h o h ) u o n n n e a b o m t n n f O h o e w fe o d tw i n B c C l s e s d o l e O P ,r io . i r d e e t R s um w C r e h e ie u d n o e if l a n s e a T a n - e n r e g ti w c h a l e d d o to e o n s e th e n m ul O n d to a r m e T c r s k e C i ts e O i s o s e n f o ) r e i i d e C f d ts n g b c o a a e p i i e e c f u s c th lf v o r tw e c e a to a th m e e f o m tti c e n s n B m r to e e e d o e c s n P e to n o n th p r fo n O g R t is r ts lr n s t r e i C e s o h o s e r o l t th a n h n e l .e f f n a r T a m e th f t o e ti t d c o h h h s n o e o to e le e i th e n l th e n s a o o r s ,ts e e s r w s i tr e th t li c s e h r w d o o h o i.e g m n e n e fn e T r i q g B v .e a a g r th h u e T n P k n e th e s e e n h t d R c ul s s s r e o o to ti tr e O o o th ts r s e o n o f r C tr t n e e n e a h o o o l l r f g n e f a e n w a .n m ti e th c T f O g e o to o h s r e C e ln i e e l n r d o . f s ts s u e iw r tr o s a s a n ie o t n n n d n th r g d d e g to th e O s th e o C r r a e th e e r f w e p ca e h r e e c re l.to a q e sT k e m u rh n s c ee e t o s o n ti r s n ts r tr o e th n o l aa n n e w ti g d o o e th th n re e e r u w .s T e eh d ae k to sctr o ro r er n p eg rle a s ti eo n n t 10. OC cha 1n 0.g e.O C c 1h 0a . ng O eC . c 1h 0a . ng O eC . change.1 0. OC ch 1a 0n . gO e. C change. This re M sul o Tr h te eio s d v ri e e n r M s ,ul a to o T te m r h e T ad io o n s h d v s i irn s e w e e l r s r a e ,th ul e r to s m th te a ul t o ad e te n d c a s s e d in e w n l c i M th a e n a or i n o a m d a th d r t e o T m p c e r o d h a r e o v s a e n isd s e e c l e c ti r e a a r th o ,l i e ti r d to n c s th a o h ul d t p n T a a c q r e te r t n h a a e r ue s c d n i M s c ss w a e ti s ia i n a o r n ti t e n i e r i r r d o a o c s e f a n i i th h ul n o n d p e m ,v q d r e te r “ p e a ue s o iD s r d n M c r d e ,ia ti g o n s c to e ic o ti t n e o l ti th i r f s o o n i e th a ti a n n n th e d o n o d e a m ,v s c n r e r t i “ w e o e n s e o D O c r s r r g d e ,M a ie r s o n C r to e e n a th e io l l th r f n a c s a c r i th a e o ti n e i e h th n fd r o c d o i a s s r n q o e v n t ie e w p n d ue r e c l O c r r ( a g i e r o a a s e n te ,C s r n n tr c lth g t to a th ti d i o c w a o ti e th ti o n i e a r n o d i o r e g c n th e ,n s r n s o - s “ e e p e m c e r w ( D c lB r a o r s r a o a e e tr r s P e r o te n c c - l r r e R o a iti h e d n s th w ti n l ti a q r th g o fi o e ti e ue ith n -n n s e m o s e d e e ( n s O B a s e r t c i n tr r s i P - o ( C o c s g R n o ih n tr n c d n th ,o o q g f “ r r n ue ie - D r e n m g e s c d o - s l e o e m a t i e a n i - r te s o r r e g c e n th - w h lth ,a e “ q iti th e D O ue o c o C n B o s e P t r ( c s ir s R o o e th tr r n lr o a e ,e ti n “ l O g o a D te C n -o m e ( c w s e s o tr - ir th th r oe e n lB g a O P te -m C R w e c- o ith rr e B la Pte R with BPR 2. To develop a2 n . anT alo y ti dc ea vle a lo p p p r ao n ca o a crh n re ato lla y ti ti ao s cc s n a o e l r s sa r isg e p tl n p h a r ti i es o o s a g n uc c i v h sc e i g to e ns n s to a io s s s tfg h eB is e v P s th e R tn h r i e to e n e s i t ti O uc h c 2 a C e o .ti c r e th v fr s a e e s r c T s le to a o o e w ti f r O d o i s B te n C h P w v s R e f s iith a p l g i o c n e n p to th - i i ti s r a e a s n g ti h w ia v v ig n ie e th h a s n e l w y th to sti t i e t c c th h o a h e r li s r g a p th e h p e la e r - p e s ti rt e o o c O n ao c C r w h r e ifto ta lh a c ti to a th s or s e n s e B s w w s P iiR t t th h h . e t th h se uc e B h cP ie g R sh s .e o sf t c Bo P rR re i ln ati iti oa n ti w ve it sh w th ite h B sP pR e- . co cr orre rle alti ati oo nn b b etw etw ec e eo n er n r m e d m lo ia um d o tid e ole - n lw e c lb e e o e le m a e rtw r k m e e )n le e b a n t e ti e s n ttw o s a n m n ae n d o b ed d e n e tw e v e elv a l c e e e l a o m ua e lle r n ua r m e te e n m d te le d ts a n io d ti um t d th o o sth f e n r a lB -o r w n b e P ug o cd le o e R ug e tw a d r m h e o r k iv h e um n e ) e a a l n e b a a l o p n ua t ti e n - s p a tw w o e m n a a te n e n e s n e o d i a le b d e d d k lo e n th e e ) e tw f o l e a v b f r e l e n e o a e x e e ltw d l ug m e e p x ua m n p e O e e h r e te n e m e C ts rn ts n a ts d o f t i a s e p d n o th i l c a n f e a e to Q n r lB n m Q o e e a r d P ug e l s l ta a R e n e o ta o m r ts v h o f n .r a n e e .a o th l n x ua o ft p p e n B s a e te o e P a r n th ts R s d n ei d l d e o th ir o e n n e .f r a v T o Q o e n a h n ug x a d le e ua p ta O h s s er tr ite rC .d a ts o d e f p n a ia th a g n c n n to r d Q e o r la O ug so ta C o fh r n e .f a x a th c p p to e e a r o rn ts s th e o l ie n n r o .th f Q T e e a h x ta e o p th r s e.tr r e ts o r. n iT g nh Q e a sta tro r.n g respect for people, outcome orientation, and innovation are highly correlated OC factors the BPR c th oe th n s B e tr P B uc R P c R ts o c n a th o n sn tr d es uc B tr O P uc C ts R P ts a c n fo a a d n c n s to O d tr C r O uc sP .C A ts fP a n a c f n a to ac d n r to a s O l.r y C A sti . P n A c a f a n a ln c m a a to n lo y a rd ti l s th y e .c ti l A e a w th c ln B a m a e P l a s o R m B n c d a P c r o l e e R o y d la n ti e c w te s l o c tr a w d a ns l uc s a to m c tr s r ts uc o e a c a r s d a e s ts te n e e al d d s te a w s n O to d th a d C s to a e O P c s r r a s C f e e e s a P la s s a cte s e f ti to s a th d v s c r e s to th e to . r r A e e a s l r n .sa e s A ti a l ea n n v sti s a e a v l th n y ea ti el c y ra e ti ll c a m a ti lo v m d ee old w ela w s c arse c ar te ea dte to d a to ss a es ss se th sse th re el a re tilv ae ti ve with organizational strategy. This indicates that those three elew T m h ie th is n ts r o e rs a g ul ra e T n te h v iz d ie sa r iti y rn e o isa m n ul a m p te l o o sd r tr d ta e i an l n te t th a g y a m w .t o T c id th a he n i s l o a th i ri n g d a d a w T t p n ic h c i i ra th z i a a s te a n c ti r ti o se a o ti rt s ig n h d o ul a a a n p n te lt e i r s r th z d a tr sa c o i a i ti ti n n s te o ti e a f n g o i th a n y n m ld .e r o e s r T itr n s e d h g e a ie in s lte lth e th ifg m n ie n y a d e c d .t i n o c T icts n a r a h r te g n ie a s s lth r a a ie t i n ti e h d v d o a c e p i n t o c r rth a y r (a r s te c e i tr o m ti s ls o a ti e t p ti n h o th o g o a n r n -t e r ta m e r th (s e n s e tr o - tie n s o le e n f m i th g ne -d r m n e its n e e g - e a lth r ee m e v e c e n o rts y rr e ia m lr ae p ti v o oe r n ta r y (n s i tr tm op no gr -ta mn e- t hibited in Table 10. T cic o fii f c a i c c s c e so tti em tti T np o n g c li g s a if s s c io h c c f o o s t f te m h h t r tti i T h e e p s s e o ,n e lT c p i t le i g s a o e h e flh s c im c e e c a c t m o to c e r s h f fc e e m n e o it o s tti s n t r h ul p m s , t e p n s l to ts i p h e e g s f o o le l h s i f a e o p s r m o n a f t h le h f n e th O s e t ,it ul s n O h h o C e ,t i e u C ts s s t .T f h , tc i e . o o r t e o ls f o e h f a t r m m a e c e th r n c s e e r e o e e ul s n O ro m s e e tfC ts ul r a s T s ip i r r p .e o o ts s c lo n e i f t h s f a c ta a o r h c t th q e n f c ti f s u t o o e th O o h e c r e m r i a e n if s C f e s s r ip ,i ti p , r c c p . f a e s o l t h ie i s t o n h r n s c e s p d q e r h t tti t e w l u r f e i s r to e n e n e h ,e e s s r c n r g a s o iti ul e i s e r o s p u f, o c a i v u e ts tc o c t h r n o a h s f c s o ti e p q e h o w t e m d h o l u f tti r e q e e n e e e th ,to r u n s s e e o o a ti e e ul g l u r r r e s u o s e i f e ti ts tc m e s i n p o r o h e n o e s f r o d w n ita m t e n g tf h s e r t to w h ti e th e s e r e lo n e s e y o o e e r n e r t r f e u le c a , i f e p a o e s r ia m u r n e c r n r n s e h d s r ta e t d O e s e n e q r l d to ti C a it e n u n s o te s .to t e n r n e o d e s o a ,fti p r r v a O a e o c rn a p n e h n C ti d s r O e e q o w f is n n u a C n e e t c e n .n r a to s e o r t ti e v ru o s a h s n ti e i g o d w h n e to l y r ae rr c ee u o p h r sr e r ig e e d lh s a e to lte y n t d r ce o O p rr r C e e ls f a e a te n cto t d r O s C factors correlation between model elementc so a rn re dl a eti vo an lua be te tw d e th en ro m ug oh d e al p el ae n m ele n ot fs e c a xo n prd e rr ee ts lv a ti a in lo ua n Q te b ata e d tw rth . er eo n ug m h o d a ep l a en le em l o efn e ts x p ae nr d ts e iv na l Q ua ata ter d . through a panel of experts in Qatar. 2. 2. To T d oe d v 2 e e .v lo ep lo T a p o n a d a n e n v a ae n lly a oti lp y c ti a ac ln a a l a p n a p p arlp o yr a 2 ti o c .c a h a c lto h T a to p o a p s d a s r 2 e e s o .v s s as e e 2 c s lh .to s T h p to t e oh T a s d e a n uc o e s s v s a uc d c e e n e e s la c s v o se s l e p y t s lo h ti s o a f e p c n o B a s f a l a P uc B n n a R P p a c a R e i lp n n y s r a ti i s io ti n l c y o a a ia ti ti f c ti l h a c B v a ti a P to e p lv s R p a ea w r p s is o n p is w a t ie r ti h co i s h t a s a s h ti p c to t v h s h ep e e -a to s e s s -s w uc a es i sc ts s h e e t s ss h s sp e o te h s f- uc e B s P cuc R es c s in e o s iti f s a B oti P f v R B eP s in R w i ti iin t ah iti ti v s ap e tis e v -w esi tw h is th p es-pe- the BPR constrc uc orts re a la nti do c O o nc r C o s ri e ir P g s l r a n e fg a ti l ii a c v o sti to e n g o n r c is n v s o it. g e o r sA n n r i t g e n h to il n s a e a ti ig n t lsh a o i a v g s e n lt e iy v th th n s th ti e i g r c to e n re a n e B e to l e t i P m h O s O R t e c g o C h C o th i c d e v ir o f s e f r a r th e n a le e g c n s c w l e r to i a tr to e to v O a ti e r uc e r s s o C n t s O h c n w ts a t r C f e o e m s a i a th th i a c ft g n o a te to h n r d n c th e e d r to g ic O e s l s e o to a r th w O C g r s h s r t ia P C i e iw v e g th th s i th l n e f h s s f i a a n th a e i r e th ti e g c n e c s s to to o i e s e to B t th e v n . th P c r O e r h t I e s o R s n h s n i C e . i r g h e w g A r t c th r h io f e n o th e g i n a e l e th n l t h a c i a s r h a s s ti to a t e e ti n tr e th p s g e c o v r a t uc o l i p n s e O e a v lc r y l s a e o w r ih C ts ti e te m n r id i c l th r g f a t a to a e o a h h n c ti l r ln c a a e d e t o m to tg s ti h s e h n O t e e o r o th e O ,c s w d n C B th i o e C w t e P P ir w t l w n r r R i h ff e w e th ii a a t a .e n lt c h a c a s h e to O th to ti s t .e f h o o C c r Ir e B n s r u e n s e h P f .n a B th a w a A i R m d g c P te e i .to n h R t o th d h a e a n .r p s a to s n t g t t h p a w c th e a l lo i y is e B th e r ti s d r P e n c e s th R c a l is a a n l. e th ti s m e e .o h ,e o I n i n ig d r t w e h e th w ll e a i t w a s e ti h t s a v a c t fp s e o h o p c r u er r l n i B e ee d l a P d a te R ti th cd .o a a n s to te w , a iis t ts h w e t s a h ss e th f B oe u P r n R ed .l a th tiv ae t constructs co ?” n,s tw truc o ts ob ?” je,c tw tivo e s o c b g ojui n es cd tr tieuc v d e ts s th g ?e ” ui ,w d tw o erd o c ko th o o n b fs e jtr t ew h c uc iti o sv r ts s c k e tu o ? so ” n d g ,fs y ui tw tr th : uc d io s e ts d o stu c b ?th o ” je d n ,e c y s tw ti w tr : vuc o o e r s o k ts b g ? o jui e ” fc ,d t ti tw h ev i d s e o s th s o tu g e b ui d jw ey d co :ti e rd v k e th o sf e g t ui w hid o s r e sk d tu o th d f y e th : w i so srtu k d of y t : h is study: cific settin dg ium s of- w the c e d 1a i .if e k um ilc ) e b m s T - e e w o e tti tw n a en ta d 1 s e s g s k .e i e o um d 1 s ) n s .f ib o s um e a T f e l - t n tw e w o t h T h m - e O a e w o e e e a s r C e e a e s e n k n .l e a 1 s lts ) e a s s k .e b m ti s e ) l o e s e v t e b ftw s h m e n T e B t e tw t c o e h P e s o r n e e R a e o r e ts n d s l r r f e o a s e e e in o a n ti e um l lla a n f s e v e o ti ti s B m e lO n e v o - t P c w e e h m C e n R o n e s e .c e r b ts i o a d 1 o r r d n e e n e k . r its e t o um l l r ) w a o a fe a b o ti ti n B le n T a e fv e o e - P d tw ti w B o n e n R s o O P i a e c t b d e n o R h a s o C e e e s n k e r b n t o e r f a ) w e o e a s n e e n b ts n lc le w le d o a e to e e e tm tw ti n h m e n O s r e o e e c e i 1 s e t C n d e n in s .h r n f o e e i e i ts t e b f d ts n n c h la a e a e e s c e o th e n T t o ti le to a w l f e d f o e e v tti e n m B lB m r e e O e a d o s P e n P e m s c th e C n o R O g n s R o n e e n s ts e t r C f ts a n s o h a r r o th s n n e .ts c e o f f o d T l a t to f e o a f t e h c o h h B O ti n l o B r e to f e e e s P th e o P C m B r r s n o R e e R s s P ;tr e l e n i l e b r a d a o R a n o o .m n th e ti n n e n ts n T a t d v d e a g w e th h n o e o n n O e n d o e f e t d c th e e s s C B o O o n tr O s o r P ;e th C i r o f t C r a d R e h .;n e n a e l e T r a f a g a n d a .a n h ti n e c T n O d e l d o to e h d C n s m O e r tr O . s b s e C o C e tr o n ;n tn ts o w a f g a n n th e c o g d e to f e n B o r t s P th h o R e e n r a e .th n l T ed m e h O e o e th n s C tr ts ;e o r a o .n n f T g d B h e P R str ao nn dg O C; and To accomplish this, the resT ul ots a T co c h fo eth m m e pe lfd iisr ih T s u t h m tr h ee ic m s so ,e e r a tr d h re c ie lu h a r m ti e qo s u c ul n o e s r i ts s ti r e g o o li n a fv ti th e w o ne n e to r f ie i s r t u s g h t s iT e v e r h f e d eo e n s l e to m lto T a o r o e w r c t d e h h a ip in c e u r q g c m e fo u o th sm e l e c ls r n o o p ti e t w rle o r i s i e n e n h ll a g e w t ti m h th e o ir e n s r e n ,e its u t e sh s e g a e e li n d e v rd m e e to s n th e ul n to r e ts ts e w p t a h o re n e e fa s d th f k e o th n c e llt o o e fri w r w re sie l t n a a r g ti k e o th s c e n o r a e rrr e ce h e la lq e ti m u oe n esn tits o n a n w de th ree u w se ed a k to c o rr er p erle as ti eo n n t Moreover, to M o ar ne so w ve er r M ,th to oe r e a so n ev c sw o er n M e ,d r to o th r r e e ae s o n e v s s ae w e rc r ce o ,h r to n q th d ue a e r n e s s s M st e w e ic o a o e o n r r r n c e , th h d o “ v D q e re e ue o s r se e ,M e s s c to a t o o th r i o n c r ae h n e d n o , s O q r v “ w e ue C e D se re o ,s r c a t to e o th r is r o c r e h a n th e n ,s lq e a s “ eue w te D c O o e o C s w n r t e d i c s ith o th o r n th e r e ,r B s e s “ e e P e D l O a a c R r o o te C c e n h c s w d o q th ir r ue th r e e e s s l e O B a ta i P te C o rR c n c w h ,o “ q irth D r ue e o lB s a eP tte s i R o th w n e ,i “ th O D C B o P e cs R o r th re el a O te C w co ith rr e B la Pte R with BPR TT hh isi sr e rs eul sul te te dd i n in a T am h m io sd o c r o d e e r le s rlth ul e th la te ati t T ad t o c h a n c i in s n a s n ra ia e g i a s m n d i ul d i o p s te d p rg a e d ric a lv ti ic th e n ti ti n T a ti a o t to h n o m c i n e s a tr e o h n s c r r d e e o sie a s n r th il i ul r n d e f th r i te le f n p a i a e n d d ti r T t a O d i o h c i n c c i n n i a C ti o n g s n r ti s g a f r th r i a o e a g e m th c s n ie l n d to a ul e o e c ti ir d s p r te o c s o s e r r o g n d ia l r w r i n e c v r th s i i l ti e e i n f th a g l i a n ti ti a n n a t o ti d o th to c n i m n o is a n e e n tn o g ( r h g h s s d i ( e a tr v i s th e g iitr th e n o d lh e n o n th e r fp n g c e to isn r a o t e g -a m d t r c - tO c r m h i o c ti e e n a C e r- le ti g r n a th - e f o ti th a la n a r o c ie e ti e d n to e r o c s ( p rO n o s s i r tr r n C a w w r o c e f if i ti n l i t th a a n h ti g c ti d - o to t th m o i h n n r n e e e e s g r - B ( h w s s th P i tr g iiR n e th h o .n e c f th io s g n t r -d e r m c e i o h n le r a ig - r g ti e h th o la e n s ti e t ( o c s cn o tr o rr w o rre n e il tg la h a -ti ti m to h oe n e n - B (w sP tr iR to h .n tg h-e m BeP -R. with organizational strategy. This indicates that those three elements are very important in strengthening the first construct of BPR c.o rrelatio co nc r o r be r el rtw a eti la e o ti e no n c b n o m e r b tw r o e e d tw le a ee ti le n o e e ln m n e m o b m d e e o tw e n d lt e s e e le l a e e n n m l d e m e m e n oe v t d n s a e t la ls ua n e a d lte n e m d e dv e e th a n v lcua t r a o s o lr ua ug c a te ro e n d te r lh d a r d e ti th a e l o v a r th p n ti o aa r l ug o b ua n o n e e ug h tw l te b o e a h d e tw f p e a th e n a x e p n r e p m a o e n e n ug lo r e m ts o d lh f e o o ile d n a fx e e e p p l Q le x a e m e a p r n l ta ts e e e er m l r n ts i .t o n e s f n i Q n a e t n s x a Q d p ta aa e n e r ta r d .v ts r a e . l iv ua na l Q te ua a dta te th r d .r th oug roh ug ah p a a n pe aln o efl e ox f p ee xrp ts e rits n Q ina Q taa r.ta r. i d n i um stre -w ng eth a dk ie um )n b in e -tw g w t ee h a e e k n ) f ie b rls e et tw m co e en n e in ts s ntr s e o uc tr lfe e B m t n P o e g R fn th i d B n ts o ie P um n s n o R tr o f i.n e n B -g w n e P g t e R sh th i a d e o k e e n ) fn i a b r o in n s e n t tw d g ec O to se h in e C d es n e tr f f ia e a r uc l c n s e to t d m t c r o O o e sfn n C o B ts sn tr f P a o th R uc c f.to e B t o r P o s th R f o B e o n r P n .th R T o.e h n e o e th s str id eo r e.n a T g n h d e O str C o f n ag c tors on the other. The strong This resulted ith n e a B m Po Rd c th e o le n th s Btr P auc t Rc c ts a th o n n a e th a n s B tr id e w T d P uc h B O iR p th iP s C ts r c R a r P o o c a e c n r ti n f s o g a s ul ti d n a tr co s n to te O uc n tr iz C d r e uc ts s a r P .is ti n A ts a f o i n a th n n a n a c d a n to e a f m il O d n n B r o s a C d s P O tr d l.iy R P e C a A n ti lte g f c P n c a th th o g a c th f a n a y l to e a n s w c e m .t B tr a r to T c i c l s P o uc th y a h .o rR d ti n A s r i ts e s .r c o c n l a e A a o i r a l w i n g l a n a d n n d m n a ti a s w T d a p n i tr a s o c o h n i l i r O n c a uc th y d z ia a r s te a ti C l e c e ( y ts ti r ti s lc o s a P e ti tr w a o ti te r t a s c f g ln o h o ul a n a d a m a a n a n s c d l n te l t to g to e o m c iO s r - th r d z d m r tr s o e a a C s e o a s d i a i ti .e ln n P s s te te A e - w o e e lf a d f n s g n a a w i th s a n y m s c to a th la d .to r c n o e s s T i r a a e r tr n e d e c h s l s r g a r y e s a e .ie e te e s lte ti A lth l a e s a th i c d te s g n m n ti a e y th a d to l d a v e c .t m i n n e e o c to T c a a ts a r o a r h s l r te e y d a s n ie a l e s s ti e s l a r a s s a li c ti e s t e i n ti w a h d v s th v d o ls a e a e m p i n t th e s c r r th a y o ( c r a e s te e r d c i tr o e l r m ti e s a s a e o lti ti e l te t p n w a h o v th o g ti d a n e a r -v t e r s ta to m e e r th cs e n e r a o - t e ie s n s a s le e te ef m s i th d n se d th r to n e its n e e a g r e sa e s lth r e l ee a m se ti s v e v c th e n o e rts y e rr r e ia e m lr l ae a p ti ti v o o v e r n e ta r y (n s i tr tm op no gr -ta mn e- t The m TT o ed oa T ic a u h c T c m e o c h m o m e c c m i o p e m fT c r id p li c r i o e fi l s e iu d i s h c s l a e a m i h T c u tti s t ti c e h h m to c o tti n h e io m n s g ic m ,r n s T c s o i r p ,ti g s e o e h r f o l ts i l r g d i h e f c a s a e i o ie h ti t c v lu r s f h a c e e o e r m t ti t e o s tti e n n h h ul o m s e ie c to iul n n s ls o ts p e ,e g r i ts g m l t t l s s r ie h h o i s e v e g m o e e f o h T l n e i f a fth f v h e r n t t ti t o e th n s e h e h e l o to s n t i le o m e ul n s s o f f to , i e w t o f e i r ts a h t li s s d f e h r i n t e t n s g m a i h e o u t f O r g i n e fo v e e r m r C th e th l f s n O e e c lo s e n i s o t .c C f r e ul l a s e w o i le to r c a o .o f r e ts c i r i T w r f s n h r c t e e e h s a h h o g illtti t q n e e n a e f th q m u r g ti m th n f O e T c u e o o r th e i g s o e s C e f e e l n e n s i l ti d s e c r c a o . a ts f i ti o e o i i r i s w c e f u s e r f o n c ic l a e s g c m h e in t o e tti n t n i w h m s l m v d q r g e w e e c n e e e e m u o tti p th T th r n e g s e n r e e l e lr o e s r ts n ie s to e r e a s n e u ti m o e g a h r w lts a u e s f o c a s c t e n e h h t s c ti n e t e o a n h d h e d o e a l o f n q t d e i w e m k n s f s to th t d m u o , h e e to c p o i e l t e th lr e o e s lf r e s l h e o n i r e w ti g m e r a s e e w r p ts e u li h n o e e e v w e r p r s i n l a m e a e n n O e a t e re k h s s n n e ti t g d w e a C ul e s is d c o s n k to th n e e .to o o ,n ts t th n r t c f r s t r e t t o r h e r a h o e o e r e u e e n e f f l r w p a s e e r th a f O e r ti e e l l o n e a d e s a C o e ls m ti l ul k O n e o .to fo n i e w c C ts r n n t o s r .i ts r t e n or p f r g e a e r th lth n e s ae s d ti e r e a o e th n r fe n i c t r h e e s t lw q erm u e ea e s e k s e n ti a c ts r o o c n r a h r n w e q d le u a th r ti ee s o e ti u n w o s n e ed a w k to e cr o r er e r u p es rle e ad s ti e o to n n t represent correlation between modelr e es lp em ece t n ft osr a p n ed o p elv ea ,c lo o ua u rrtc te elo d am ti th o ern r e o o sr b ug p ie e e tw n c hta t e a fti e o p n o r a n p m n ,e e a o o ln d p o d e lf e l i ,e n e r c o x l n e o e u p s o r m tc e p r v r e e e o a ts lc n ti m at t ti o is f e n o n o a o n r Q a n r p r b a i d e e e ta e n o e tw h r ta v p i.g a le ti e l h e ua o , l n n o y te u , m ca tc o d o n r o d d r th m e e ilr ln e a o e te n ug o lo e r d m i v h eO a n e ti a n C ta o t p ti n s fa a o a n a c n n r e to ,e d l a r o h s n ef iv d g e a h x iln lua p y n e c o te ro ts v d r a r iti th e no l a r Q n te o a ug a d ta r e O h r .h C a ig p fh a a lcy n to ecl ro so r f r eelx ap teed r ts O C in fQ ac ato tarrs . correlatio c 2o .n r s ri eg T la n oti id o sc 2 e n g o .v c 2 ir se v o r .i l g e e r o T n l n rp a e o T ti to i l s a a d o o n ti g t e n d h o iv a v 2 s e e n e n .e iv l g th a n s o e n i l p l g y r to o T e i n ti s a p e o c tn i g h a O s a d i e l a n v c g C e n a o th e iv a v p a r n fe n r a r e lp ly e e to a c n o rl ti e l to o p a y to c tO a ti ti r h a a c s o C c t e ln h c 2 h n a w a o th . f e l a to p r s a i n a th r r th ip c g e e p a to a r T l n e r lp s o th a y e o r s O r a ti iti e s e s o e c d o C c s w O a h g h e n s a c i v C i f i l to v h t g s th a e h a e i h c fl g to p e n a o to a e th n p c s p s s to r to a s t r uc e i s e s s a o 2 c r h s s tw n a .o g c h s s e ic e r i g s e i a w v h t r s th s h n h e s th e T ito e l t a e n th a o th h o s r l ti s y f t e to e a uc d th e ti e c o B s s e o n h c s t P O uc e c v h r a e i R e w r g h e C s e lc e s s l h ia i e s i th o lg f t n a e p t s a p h h o h s ti i s r p c ti f t e e e t o a to o r s h a e c B n n o s f t o ti e r P O uc a c s B r w a v B c R o r C n P w e h c e P ir a t s R e i l r f R i h n a to le s th a w y ti .i s i lc t ti n a ti h o i to a o th ti t a ic e s n ti h fti a r o s e B a s B l w e n v s ti h P s a P p w e iw s v i R p t s R e g i h e t - p th i . w h h t s it r h n e e h o iw th s t i t e a ti h s t h i c uc e B t a c e h s h o ti h P p B c r v to i s R e e r g P p e - e s . h R s e s a la e - .s w o s ti sf t e o i t c B s n h o sP r w s tR rh p e i e t e i lh n a -s ti it uc ti h oa e n c ti e B w v sP e s iR t so h .w f tB h itP e h R B s P p in R ei- .ti atives with spe- the BPR constructs and OCth P f ea B cto PR rs c .i o A sn g n si tr v an uc en ats l t y o i ti s a tn c g h a d ie l v O m e la n C o s t t d P o th e f t la r h w c e e to e a l s r O a s s cC .t r A e th fa n ate rc e a to d e n r a to O s ly C a a ti m si th fc s s a a o e c e g ln s to im s B g v r th P e o th sR n d e a e e t c m r o l o n e w o n lita n h n s a ti e tr e g s v . uc lc th I e a n r s e e ts tth a n th te ae in n r d a d e e p to e .O p IO n a C liC s e th P s d e ff e a s a c s c a a c to to p th se p r r ,e s l s ii r .t a e e A d m w la n c a o ti a s a n v s n g fe e o a ,th u liy t n e ti w d n c a a th in s l a m e ft .o o I u n d n e th d l w e th a a ap s t p cr li eea d te cd a s to e, a is t sw es ass th foe u r n ed la th tiv ae t dd 1 ium .i um -T w -w o e c a a e ok a 1 s ns k .)s e ) b tr s b e s uc tw T e ttw o h ts d e e a ? e ie um c s ” r n e s e o ,n e le n tw a s l - e s ti e s w tr l o m e v te uc h m e o e a e b n c k e ts d 1 c o r jn ts )e e o ? .r its b c um l ” r n o a ti e e , s f o ti tw v ltw tr T a f B v - e ti w uc B o P s e e o o P e R a e g c ts n n o R a c s o ui o b s o ? k r b e n o e ” jd r n ) le e s n e e ,s e o b t c s l m tw w tr d ti o n a e ttw ti n uc e v e h e th o d 1 n e o e e e s. i ts n s e n ts e i o s um r d e i b g e ? w t b d e n o h l ” jui e e a T e f o a ,e - e t c ti w B o d n r tw a w lti e e k v P n d e a e lv m e e d e d R o o a 1 c s e e O m s o c k . e f n s th O o o e o C n n ) te d b s g n h t r C s ts b e n s h jr i ui f tr i e T o e um a e ts s w e t fo c tw n uc c o l h a d s ti a f e to o e c o e e tu a ti lv B - r to ts e f d e s w s r r k o e P e m d i 1 c B s s e ? r d s n th n e o R e .o l ” y s P o a e e a s g n ,f :b e n o R e n o ti s k ui s tw a l t e n n ts e ) v w tr h th t n T a t h m d b w e th in d o uc o o o s o e e e e n d c e e r f e O d o a s tw o o r k ts n e e tu s B b O e th o r C n ts th s s ? o ljr P e th e a C e d i ” e e f t e f d R e o c s ti ,h l y a r ;e n t s ti a e f .tw v w h c e :r a a ti v B T e t .to a e n in e h o s l o T e P h n o d e l d c r e r s n e h s e d R m o s k o tu m r O g e r b s o O b e o e o r ui tr s e e C n d ljn e n f C e a tr t n o l y d ;ts w t th c ti o a ts n o h :a f ti e ti v n a e n g o e n i d v s e e o c e o g f d o e to n n f th s s c B s th tu i B o r t P b d e g h r s P e e R d e r ui w e r o R te y .a w o n l e d o T :n a a n l e r e th e h ti n d k e d o m e d o n e O n o n th s e O o e f t C tr n h b th e t s C ts o h e e f iw a d ;n e t i e s w c o r a g e o l .to f n e s e r a T tu m d B k e r n h s P n d e d o e o R n f t y O s n h ts t :tr a h e C th n o o ie s d f n f e l a e s g B O o c tu m to P th C e d R r ;e n y s r a a ts :.o n n T n d d o h f th O e B e s C P tr o ;R o th a n a n e n g d rd . T O hC e ;s a tr n od n g in strengthening the first construct of BT PR o .a ccomplish thi T so , ta hcec o re m sul plts is h T o h f t h eth im se , e tfd h ir ie s u t r m e rs e c ul so er ts arr e c o lh a f ti th qo u e n e f s ii s ti r s g ot i n T v r h e e w e n s e e m to r ae r e c t d u h h is T e u e q h m f d u o e e l to c m ls T o o ti o e w r ro r d ea i e n p in c lu a r g c w m e ti o th s e o m e r c n r n e o p e t r il u e s r i s s e e g h e llia d e v t ti m e h to o n ie n s n to ,r its e ts h p t g a h e ri n e e v rs d e f e e o s n th n ul l lt to o e ts w w t h o ie n e fa g th f k o th c e llo r o fe riw r e re s ie l t n a lr g e ti e m o th se n er a n e rts e c h e a ln q ed m u e th esn ti ets o w n ae n w ad k e th r ce o e r u r w s ee e la d ati k to o c n o r r er p erle as ti eo n n t To summarize the results collected fT ro hm is th reiss ul T w h te T i o s h d r i k rs ie ,n s rth ul e as e te ul m T rd o te e h s d d i iul n s e l ir ts a n th e s m o a a ul ft o m te th d co a e d id n s l e i th m n a l i th a o d at d a m p c e t a r lo a c n a d a c r ti e a n el iti d a e th o ix d p n a -r e t p a rc s c ra a ti in c n ti ti o a f T ti n i ih n d o ei d n T r s p s e ih n r r ri ia e s g s n c s ir ti ul th f n e iti n s te e fo ul d i n d c n ite o n d eir r g i n d r n s e th g a iiln n a m e th ti a fc o i o e n o m n d c d r e o o r (ils e n d r tr l r th g e a e o lti la th n a th o t ti g e n c a - o a m c t ( n n o sc e tr r ( a a - r sn o ie tr d n la o a g p iti n d -r m g o ap n -c e m r ti - (a s e ti c tr -o tio n tin e or g n s -e m irn s e - fiin n d fiin nd gi n th ge th co e rc ro er la re tilo an ti o (s ntr (o str ng o-n m ge -m - e- Table 10. The BPR and OC relationship matrix. correT la oti s oum c n o r sr im g el n a ar ti iis z o e g n i th v se ie g n n r to e is s ul tg hits e v th ecn o r T le to lo e e c tO sh te um cC e o d r th fr m fa e r r c T o la e to a o m e rti i rz O s o s th um e n C w th is s f iim th a e g w c n a r to o th r e ir is s rz e k ul s e g , h w its th th v ig i e th e c e h n o e r r l th to e s e lt e s s e ul c c ul t h te o h ts ts e rid r g th e o c h flf o r a e r o le th s ti lm t e e o i c c O n s te o th m C r w d r i s e o ift f a ld h r w a c o e ti to t o m lh o ra re n k s r th , B e w w th i P e s iiR t x th e h w - . r t o th e h r se e k ul ,B h ts th P ig R o e h .fe r th e st si ul cso ts m rr e o old fa e th tilo ia n sr e m w e o it x d h -e tlh a er B e P eR x- . dium-weak) be co tw rre ee la nti eo c lo e nm r r be e eln tw ats tie o o c e n fo n c B r b o r m P e e i d rtw R n l r o ia e um d s o ti le tr a e n o e ti le - n n o w o n e n lb n m g e e e e th m a o b tw sk d e ie e d )tw n e n e b e lit e n e s a e e n tw g e n l a c e m n d n t o m e h d r o m O e e r e d n e e n C o fe lv ie t d a r ls fa l ti s e a e e lt a lo c m ua l c n c e to n eo o m e d l te r e r n n b is r e m e n d ts s e e n o v tr tw le s t th n a a o uc n s tr ti l f e th ua t r a e o B s e t o n n n e n P ug o a te d g R o f n b m th d i d th h d B e n e o io v e P tw th um n e a s e d n a R r tr v r l o i e p .e ua .n o a e l n - T e a l ug g w n e e n ua h n te g l t e e e s e m h h th d i a l te m s d e k o tr o a e d th e e ) f f d n o in p a b r r th i e e n t n n a s e o x ls g t tw n r d ug g p e o c a e l e O to ug n e le h h r n m d e C ts o e s n a h f e tr f e f ii e n a e p v n a r uc x l c t a s a e s p to p Q t n lm t ua a e c a e a r o r n o n e l s ta ts f te e n n d o o B l r ts s f d n i .tr e P o n e v o th f th R uc x Q a fe .p e r l B x t a ua e o o P p ta o r ug th ts R e f te r rB . e h o ts d ir P n n . a th R i T o Q n .p h r n a a Q o e e ta n ug a s s e r ta tr il.d h o r o e .n a f a g e p n x d ap n O e erl C ts o f fa i n e c to x Q p ra e sta r o ts r n . ith n e Q o ath tae rr . . The strong i th sth e g e iB v B P eP R nR t c is o o c i th g o n tsh i n s v e g tr e s e iB tr v uc ln a P uc e s t R n ts t o ts th t c a to i th o h n s a r n t e n d e e g h s e d l iB tr e O a v O P O s uc e lC a tR n C C s P th ts t t c P f f o o r th a a a f e n c t c n a e r h to s to c d e tr e O to e r r O uc s l s C r O a .C a s s A ts C .f m t P a A i n th s c a f o fn a to n a a n g rc c d n e a i g r to to v e n a s O th e l r a r O a y n s C l s m e y ti C .a t P ti A n c o o m f a c i f n n a t n a l a o h g c c m e l a n to e to .m th n g o I lr a r a n o d e th s l s i th s y d s e .th a n t e ti l A e e g m i th w e l n n c in B v w a o e i r a a P n l e a e n .p s a R m e e n n I g p s c n . a O t c r o l c th I lo i e th o n r y d e C th a e n e t d ti e e th te a h s e f l n c te a c tr a e w d a e B ia c p n l uc d l to P s a a to a p m e e p s R s to .l ts r , t i p o a c I s e ic n th r s d a t la d o a i e s s w e n e th m n e r a s c d ld e s te e s a a w o e s e tr s s c s O d n s th a a e a O uc f g C p th ,s o s to C e e iu p P c ts th t ,e r r a l n f w i f e i e e r a a s t e d a la e s n c a a d c w n l te e to th d s ti to a is c a n ti d v f s r O a a r s o e s v e s th t s to .u f C .e e a o In A ,e m P n u a d i r n s t n f o th e s a th w d a n l e c a e n s g to a a th ti s a a s tth v r l p th a y f s e t p o e .ti e u l A n c ir n e a n i ed n d ll a a m e c th n ti .a o I a v s a n d le e t y e ,th ti li t c w ea w a a l p a s m s p c o r f li o e d ea u e d te l n c w d d a a s th to s e ,a c a i t rs t e sw a ete s ass d th fto oe u a r n e sd s la e th ti ss v a th e t e relative This resulted in a model th w ait th ca o nr g aa id n ip zr aa ti co tin ti a T o lh n sie tr sr a s r te eis n g ul y f w i te .n iT th d dh i i n io n sg r i g a n th am d n eii o cz ca d o a te e ti rl r s o e th n t lh a a a ti a w T lt t o s h c itr n th th i as a n ( o r s te o s e a tr r e g s ig o d ul y th a n .p n te g r T i r e -z d h a m ea c i is ti e ti e n l- o ti ie n a n m o d a n m e ile c n o s r ats tr s d te e a is a n lte r tth e f h g i n a y v at d .t e T th r icn y a h o g n iis s m th e a i p i n th e d o d c r r p io e c ta ra e ra n r te c e e tti ls le a ti t m ti h oo e a nn n t e ts r th (s s tr o a in s r o e e n f i v th g n e -d r m re y in e e ig -e m lth e p m o e r e c ta n ots n rrt e alr aeti v oe nr y (s i tr m op no gr -ta mn e- t cific settin ci g fc s ii c f o is f ce ttti sh ee tti n e gn l c se i g f m o s if c e o ts n f h e tt e tti s h e e o n l f e e g m a lse n e m o n O fe ttC n s h t .e o s c f e i o fa lif e n c m a s O n e e C tti n Ot .C n s g .o s f o af n t O hce C i fe .i c le s m etti en n tg s s o o f f a n th O e C el.e ments of an OC. The medT iu hm e m T co o eT r d a r o ie T c u l a c h a m T o ce ti c m h r o c o m e e o p m n s e m r lT p i r d i p s s e o e e i l h lg u d i c a s a t im it h ti c v u h fc o e o m t ir c o n n s h r e o m , i s c p to r is ts p o r p h ,e e r e g o l t t e l r ic h h ia p s e v t r e e h ti T l le e f e a o f h s o r n t ,ti o e ul n h e r o l o to s i lp m u i ts ul n s o s ,e tc w t e i ts g o h t o s d o h i ip e f v n g m i e o T lu th f e g ie fo v h r e m n ,th e e th le e T o lo to s n o o c f m u r e ul ri w o e i to r tc t a e f e r e ts s h i in c r d o t n rt e e e c ta s m i h o r g l o lu t f e e a e f ti o m e th m m s r ti th l f o e e T r lo p o o r e a s e o n o c e r e l n l e n s r w ,o li i e T c a p o s a e ts f a r i h i h r i o s w n c e e r n n r c e c c l a ta s g d q h a g t e io l t n t n h ia c m u ti m v f th d i q r g i c ti o e n s o e e e o u p o s ,r th r th n n s n n m ti e e n l e to p ,ts is h to e e r o a s p v a e i ti e e h r n s w e o n a a le o c t i l g r ti n p h d s h t e w n e e e h i h d m o l e a l v s e i q e e i w n k n ul s f e t ,th r e m u o h ,n n e e o c n a e ts lt i e r o e o u l r ts s s h u to e o n e r v ,w ti tc e o s w r ts a a u to h e e t f o e h r ti n h d s i n l ia e m th a n e a g e d o e k s n ti g d to w h n r e e ul f th d c o e l o th e y to o a o f s n ts l r e th r i l r ul r r e r r e c o e i r w s p e r o e o e w e ts t e u e h r n f r e lw p e r a s r i ita e a th n o e g e s e r ti e lk e e s f l g d e h ti a o e a e s n m c th lk o n te th e a y to t o fn n r i e c e r d r r c c ,n t o r s e r h o f a e ts r O t e e ir l n r r p q r a r e C e s a d e e r ti u l t ln e s l a e o f e a ir e s d m ti a n s e n te e a c o ti n s th n r e to d e n o o c n t a h e n v r ts O r s a w c q w C ti a h u e n o e a f e q r d n a k s e u c ti th a c e to u o r o se s e n r ti re s r w o h d w en ie l g e a to a w h r ti k e lo r e y c e u n r o p e c s r o e rr u e r d es r sl e e e a to l d n ti a t o te r to e n d p r rO e ep s C r ee n fs a t e cn to t rs correlation between modelc o er le re m la eti no ts n ab ne d tw ev ee an lua m te od d eth l e rl o eug me hn a ts p aa n n d e le o vfa leua c xo p te re rr d ets l a th ti in r oo n Q ug b ata e htw r a. e pea n n e m l o od f e elx e ple er m tse n in t sQ aa n ta dr e . valuated through a panel of experts in Qatar. co c 2r o . rre rle a T lti a oti o d o n2 e n s .v isg e il g n o T n p io s i c s a g d o n g ir e v r iv a v e ee n n lea la n o ti to l p y to o ti t n a h c t n c 2 s h e a o .i e l a g th r n a n r th r e p a T e ilr lp s a y e e o r ti g ti e O o d o ic O a v C e n a c e v C l h n s fe a a i fl g to p to c a on to p c p to a tr i c 2 r h s s a o o s .r s e n a g r s e w c r th is a w v h e i s T n l th r e i a to e t a o n th ti h e l th y d to e o a O th 2 ti e n s e s .v C c s t uc e s h h a e e c ih i s f e ll o g c g a o s i T a r n e th g h c p r p t o s to h e e h i s r p s a s l e d e e r a n o t r s g e s e o ti 2 s f t c iv a w O uc a v .o o c B e n c e r o n C i P lh a r c n th o r e s R e l r T f p y to i l to e s a g a th o ti s i lc a ti n a n to a c tn o d e ti i o h a s i ti f e s r n o h s e l a a v s B e n i n g a th w ti g e s P w p a iw s l h v v R ir l o p it y e e e e tth ip h r h t s s n ti e io h n t e t a c w O a th to h i c a t n ti s c o h e i C luc e h t a t r a e h a B h r ti h f n to p B c e P a e v i s a e lp g c P R p a e th ls to a h y r R s ti e .ss o ti e r - .r o s w o a e s c s e n f c t e a i s w h t c B l w s O h o i a P to t th i C rs h p t R rh p e e p f a th e a i lt r s s n a - h c o s uc e ti ito e e a ti o h s c B c a r s n i h e s ti g P t s w w h v to h R se e e i .i o t s s th a h s f t s w uc c B s t th o h e iP c ts r e e h R e r s B e s h s ts i lP i h p n a g o R e ti e ih ti f - .o s e a B uc n sti P t w v c c R e e o i t s s i rh n s rw e it o ti lh ia ft a e ti h B ti B o P v sn P p R e R s e w i- .w n itii h ti t h a th ti se v p e B es - P w R.i th spe- To summarize the results collth ece te B d P R fr o cm on s th triuc s w ts th o a r en k B d , P th O Re C c r P oe n f sa s ul tr cto ts uc ro ts sf .i A s a th n g n id is v a O m n en a C o l t y d P o ti e f t l c a h a c ae l to r m e lr a s e o s.x td A -th en lr w e ae n a a s O lc y C rti e i fc a s a a te c g lto d im v r to e o sn d a a e t m s o i th ls s w o e te g h n sa is B e g v s th P e lc th a R n re s e e t t c r a o o n th e te n lita n r h d sti e e tr e to e v . uc l I e O a n a sts C s tth s th e a fe a s n r s c a d e to p th e O p r O e s C l i r C a e P ed m l ff a a a c o ti c a c n to v to sg e er r ,th s si .t a e A m w n n a o i n s a n e n g f.o a th I u ln y n e ti th d n c a e th in l a a m ep t . p o In d li e e th d l w e c a a ap s se p c,r lii e t ea d w te c a d a s s to fe o, u a is t nsw d e s a th ss th a ft o e u r n ed la th tiv ae t hibited in Table 10. dium-we d 1a .i k um d)i um b T -e w o tw -a e w a s ee s k ee a d 1 ) n s k .ib s um h e )e li tb tw e b h T e m i - e tw te w o e e r e d a e e n e n a 1 s l ts e i a s k .n e n ti e ) l o s e T v e b fs m e l a T e B e t b tw c o e h m P lo n e e R a e r e ts 1 s r r 1 n e o s e e . 0 ts n o n e l l.a a f s e o o ti ti s B lT n fe v o t P e B o h m e n R e P s a c e b io R s o r d n e s e n r ts e t o e lr w a o h s n e a o ti s n l i e n o a b fv e e t d ti n i B h n e te s d 1 e o O e P ic .t i d n d R s h um o r C e i d e e r b d i o l n r i f a e a T e um h e a n e - n t ti T l w c o l i a w e d o a b to v a n m a e ti n i - e e b O te d w a s r e o e e l1 s s c k e C n n d O e n s e .o o ) i a s 1 ts t r b C f d in b s k h 0 n a re e e e ) .c e o th t f T t tw T l h a to a b w fa o e c e a e n e B ti l r e to b e e a tw d o r s P o e e l m s e th r e n n o R n O s l s e a e e n 1 e t e b C e o a n s ti h 0 r n l th e s n n .ts e v .e f t d T a m e t w e e th e h l c o h e O l c o e e e to f e e e m o n th e C m B r o r r s n ts e e s r P ;tr e th e le n t r a a o R o n o h l.e ts n ti n a f ts n e T r a d ti v B . g o th h n e e o T o P fe l d n f e e h R c B s m B o O e o P b tr o r P th s e R e C r n o tr R t n e ;n e w o o l ts o r a a g a n n e .n n ti n e e T o o g d d o n f h n s n i B O e e td h b P s s C e e e tr R i d ;a t e o w a n a e ln n e n d e a g m d d e n O n d e O C n tO C h ts fe a C ; c o a e f to f n la e d B c r m s to P e o R rn n s a ts o th n n d o e f th O o B th e C P o ;e R th r a .a n e T n d rh d . e T O h sC tr e ;o s a n tr n g od n g The mediT uh m e c m oe rr deilu am tio c n o r is r e glia v ti eo nn to is t g hiT e v h f eo e nl m lto oe w t d h iin e u g m f o th lc lr o o ew re r i e e n lla g eti m th oe n rn e its e s e g ali n e vd m e n th e n to ets w t a h e n e a d f ko th c llo o er w r w eie ln a a g ti k o th c n o r e rr ee e la le ti m on en ts and the weak correlation This resul Th te is d rie ns ul aT te m h T d io s h d i irn s e e l s r a th ul e s m te a ul t o d te d c a e d in n l i th a n a i a m d at o T m p cd h a ro a e n id s c l ti e a r th l i e ti d s th a o ul t p n T a c r e te t h a a rc d n i s cs a ti ia i n r n ti n i e d o a s fa n i i ul n d p e m d r te rp a s o id n c r d ia ti g n e ic ti n l ti th f o i th ti a n n e o d e a m c n r t io n s e o c r r g d a ir s n e e n th il l f n a a i th e ti n i fd c d o i an o n t ip n d r c r r ( g ia a s e n n tr c lth g a ti o a ti e th ti n io d o g c e n n o - p m c e r (r o r s ra e e tr s rc - l ro a iti e n ti n lti a g o fo ti in -n n m o d e ( n s e r i n tr s - ( s g o itr n n th o g fn ie -n m g c d -o e m in - rr e g e - lth ati eo c n o r (r se tr lo ati ng on -m (s etr - ong-me- correlation sign is given to the three cO or C r e fT l aa o cti to s oum r n s s w im g ith n ar i is th z e g e i th v he ie g n h r to e es s ul tt h cts e o th rc ro e rT ll ela o e eti c O s o te um cn C o d r w fr m fa e r ic T t o la to h a o m rti i t rz s o h s th um e n e w th iB s s iim th P e g w R n a ro th .r e ir is s z e k ul e g ,h its th th v ig e e c e h n o e r r lto e s e lt e s s ul c c ul th te ots ts e rd r th e o c flf o r a r o le th ti lm e e o i c O n s te th m C w d i s o ift f a d h r w c o e to t o m lh ra re k s r th , B e w th i P e s iR x th ew - . r o th er se k ul ,h ts th ig o e h fe r th e st si ul cso ts m rr e o old fa e th tilo ia n sr e m w e o it x d h -e tlh a er B e P eR x- . r ce o cs r op rre e rle c al t ti afti o r oe o n rs r c n p e p o b s r e e b e p r c o tw e e e t p tw lc f a le t o e ti e e ,r f o n e o o r c p n n r e u o m e s p r tc b m o p r o e e p e o e d o o tw l lm c d a e p et ,ti le le e f e o lo e e o ,o u l n e n r e o r l tc m i p e u b m em o e tc e n e o m o tw n ta e o d p n t e m ti e l s e te l o s o e e a ,r r e n n n e a o o il ,e s n d e u r m p n a m i d tc e n e e ta o n e v o c d e d ti n ta t v m a e io t f l a n l ti s ua o e n l n e ua o r a ,o l o n te n p e a rv te ,m i n d e d e a a o d d n e ti n e th p n ta v i d o th r c ln t r e a n e o ti s o n i,r l s r n ua o ug o a o p a o rn n r ug e n v u ee o te ,lc a h d tc a v a t ti h h d ti o a n a e f i o o o g ti v m a d th n p n r h a c o p e a i o r l l a n p n b ua y n a o r r o e n e n r e ug e a r c o tw e o l te r e io h p l e e v lo a h r d i n l e a f o r g ti h e ta e e ti a f ,th h i e o n lg o o x ti l a e n p y r h n u p x te m o a o l b p tc e c n y n ug a d o e r o e , r e o ts tw d c r r e O l a m h o ts r e n o e h C i r l e e n a d l f r ii e a e g e n f o e n p l te Q il a h e x n r a a Q c l m m a i d p te n y n e to ta a e o n e e o O d ta c r r v l r n ta d o ts s C .O a r t o e r ti s . ti f r l C i f o e n o a a e e n l n n c f x l a Q e ,a to d p te a m c a a e r r to d n e ta r s e e v d ts n r O r h a s .t il i C s in ua g n n a h fQ n o te a ly v d c a d to a ta c e ti o th r v ro r s .a r r n l e o ua lug a arte te eh d d h a iO g th p h C r a lo y n fug a ecc lo to h o r f r r a e s e l p x ap te an ed r e ts lO o C if n e fQ a xc p ato e ta rrr ts s . in Qatar. dium-weak) between eleme in n ts str o efn B gP th Re o nn in o gn te h d s e ii um d fie r s a -t w n cd e o a in O n k s C ) tr s tr b uc fe a etw c n t to g oe th f re s B n e o P n e n R iln e th . g m e te h o n i d e th n ts if um e i s o r r tr s f. t e B - T w n cP h o g e e R n th a s s o k tr tr e n )n o uc b o in n e n g t tw g e o ts fe h iB e d en P ef R ie a rl.n s e t d m c O o en n C ts s tr f a o uc c fto B t r P o sR f o B o n P n th R o.e n o e th sid er e. a Tn hd e O str C o f n ag c tors on the other. The strong Table Key This resulted iin s g ai v m eo nd t i th e s ol e th g tth h iB v e T e P a e h B t lR n i a P s c s t c R a t o i r o n s e th c n t s i th g o h a s s ul r i n tr i e v e e w g d s te e uc e l iB tr i a v p n th d O P s uc e ts rt t R n C a i o o th n ts c a t c r f ti t n o o r g a a h a ti d e n c a t e n w m e o h to s n O d l n tr e O i a i o r th z C e O s uc s d lC a r a t P e C a s ti s o th ts l f m t f o P i r a a i th n r th g n s c a o c f e a to a n a to f n a g e rn il c d e t i g n r r O to i v s e s c z d s O tr th e a C .a r O a i n C a n A n s ti th m e C .f te g t o P n a a A n o e i o n s g c f ith i f a n d n B a to t n a a y g n h g c P l c e e .a ip r a to e to v .s R T th n s c l r tr I e ly r a h a o r a a n c n e s ti a l s c r th im s o y s .ti r te th a n c t t n ti e A o e a o m ti i i th g s l th e n n c ln a n B o tr t y a o d m e r h a ti g n e w T P .l e uc a n .i p e o e c o R h m e T B th n I g i p r n a n l th d i ts a h P O a s c s o l te e th l e i i R th s ( o y d e i s C a r s ln t o s n n e d e ti tr n e c w e i r i th t s s f n l o n n c d g f o h a c tr ul a a w i a d n e i r a a n n c a p O s n l e uc .s n ito s te t a g d p c m e e c tr I e C is - th a n i r . z d l ts r ,m O n uc i o e P te c I s a e i th o n g a r d t i C a ti d e a f s n e ts s te w n e a - o e th m th a e t c f l c d a d n h te a a a a a to w th o e e a n c a s p s m O to d n to a le t a r c d r p f g C s p ,o o o e s s to th a lr .O tr i e d r i u p P c th s s t A e r o r a e s C l a n e d e w a f i e e s e n l s te l e d a lm P a e e s s a c a th d c n a te s g e m th ti a f s to th o i n s a y c th s a n o d n f s e a a a c e r .t r o e n n g l s to th t ,e s e to T .u y c .e ts i e ( th a r I h ti t r n A ,e s n e a n s e iw tr d c ia l e r s n .s t l a a th r e e a s A o a th w i n l ti e a l e m i n n s a e m d n i n v s a v a d n g ti f s e a a e s a t e o o e p i - v n l p th c m n r .u y f d r e ts a y p o I a a ti n e e e te n u l l c l i d c - i a y r m ti n e s w a th r e ti d th ti d l e l t p a c a e h m o c a v o a th s ti a n a a lt e r o c v t p e s a ta m r r d e e r th y t p ee s n ,o a l l i o ii t d te i m t e w n se d w e d p la f c w i a th o s to n a s r c a d r s ta r f a e s e i o e s n e n ,c a u s i g r tte e e t n e s lw th d a d e ste m a th th e to s d e c e a n f a o to t o r s ts re u s ra l e e n a a s s ld r ti s a se e v ti th th s v e o s e e a n th r tr y (e e s li tr a r m e ti olp v n ao e g ti r -v ta m e n e- t TT hh e e m m c eid e fid ic u i u s m e m tti T c o o c n c r o i g a rr fe T s c i rc le c h o a o ls e f ti a e m ti t o m tti T h p o n e o e n n lT i d i e g s s a o ii lh s s c g u e a c g i m o m t T o c v h i fc m v h e e it c o n s n e e h o p m ,n t e m to r s l t T c r i p h to e is e o o e fl t e lh i ld i f e h c a t s a r m a i h e t h ti c u s e h n e c e o f s e m t i o o tti ul n s f n O h l o m , t i l c i C ts n l s s o ts o lp h , g w o . o r g l t e o T s w r i f h i i s f e v n h r o a e i h le th n e g e f n a s r n g t ti t m th e e ul O h c h o to s th iie f e C f r ts ul n s T ii d e ,r r e c t . o i e ts s e i h t o ls u s t e h e e e f a e g m m e o r lc e tti th f e e iT f c l o v e r m s e c o h e e th n l n e e c m o lm s e n e i g a o tf r f e ul s n r i e s w m i r p to r c c n ts e o fts s o lh i ie lts i f s t n r f a t s d a e s a h q o r g h ti ttti n t i a e n h e u f u o th n d s r t e e th n m n f O h e e d o s th T c r e g a s i i C ti e e l i s e th lr o c s s l fe , e e o c a o .o i fg m o c t h e a r i n w w r e h r i f c c r s l v w e s q e h e i e c w e t e t n n e h o m l u a tti e r a n q e r t g e m k a e e s e ti r e u n k s to s th e e s c n p o o ti e ul g e l o c ts f n e s l u r o a s t i r o ti ts m e a h s s r n r io r a e h n o e c s e e r e f n h o d w n l e e g f n O a t t d f l l o h i h q ti e t a e to w v C th l s i th r e m ti u l o s e e e o . o ,n o e e n e r e r e w f e s u t n l e n f e h to w ti p a s i its m u n e r n o e re s e t g d s n e a r t a h O s e e n k th n e e r d to w s C t e n d c ul f s r s e .to t o o e r e th r o ts l r e e e a lf r p r o e r e e a e u o c r w l lw p n e f h a s e i s e r m ti e th n O e e q d a o g s n e u C e k n e to n t e th .n fc ts s i t o r ti r r s e r e a o t r e p n n e r r d e l e e a w l s e th s ti e e m eo a e n rn r e e t w c n u h ts e sa q e a k u d n c e d to o s ti r th r o re e e n lp a w w r ti e e o e s a n r e k e n c t u osre rd el a to ti o re np resent hibited in Table 10. correlation betwec eo nr r m elo ad tie oln e lb ee m tw en et er s n e a sm n pd e oc d e t e v flo a e r lua lp em e te o e d p n lt th es, r a o o n u ug d tc o h ev m a a e lp ua ro a er n s te ip e ed n l e c ta o th t fti fr e o o o r c x r e n o ug p s p r ,e p r a e h r e e o n ts lc a p a d t ti l i p f e n io o n ,a n r Q n o n o p u e b av l e tc ta e o a tw o o r ti p f.m o le e en e x e , n p o o a e u r r m r e itc ts e o h n o d ita im g n el h ti e Q l e o y o la n e rta c ,m i o e a rn r e n .r n ta d etl ti s a i n o te an n n d o ,d v a O n a eC ti v da o f iln a n ua c n a to o te re v rd s a h ti th ig or h n o l y ug a rc eh o h ra r ig e p lh a a lte y n e d cl o O o rf r C ee lf x aa p te ce to d r ts r O s C in fQ ac ato tarrs . 2. To dev 2e . lopT ao n d a 2 e n .v ae lly o T ti p o c a a d ln 2 ea .v a p e n p la o r T lo p y oa ti a c d c n h e a v l a to e n al p a o alp s p y s r 2 ti e a o .c s n as a c l a h t T n h a to p a e o l p s y d a r uc ti e s o 2v c s a .c a e e c e s llh s o sa s T p to p to h o p a fe a n r d B s o s e s a P uc a v e n c R e s h a c s le i l o n y to t s p h ti i s ti e a a c o a a n s s fti s l uc B a e v as n P e p c s a s R e p l t s w y r h s io n ti e io a t i cti h s f c a uc h a B ls ti a P p to cv p R e e e - p s a s s ir s n o s w o ie a ti fi s c t a B s h h ti P t v to s h R p e e s e i as n -s w uc isti e ic t a sh e s ti s v s tsh p e o e s ef -w s B uc iP th c R e s s ip n s e io ti -fa B tiP vR es iw niiti th ati sv pe es - with spe- correlatio co nc r o s ri e rg l ra n eti l i a o sti n g o c is n v o i g e ir ss n n r i g e g to il n i s a v ti ig t e sh o in v g e n e i t v th o in sse i t g r to g n h e n i e e to v t i h e l O s a n t e g s C h th t i te v o f th a r th e te c n r h e r to e e e to e O e r l O s a C tO s h w C tC f e a i th f th th c f aa to rc r e c th to e r e to c e s e r o O r s w O r h s C c r a C i iw o e g m th i f r l h s f i a a r o th a e th e c ti g n c s to lo i to a g t th e v n ti r c e r h th s e o o s n s i a i r n g h e w g r t m h io e s n n g ie i l o th it h g a i s n h n s ti n t e e e g th s g c o . it o l is n th Ie a v c n r g s e o w r h e t i e th n r v iin l th r g t a e to e e i h h ti n n l r a a e e t o e tto p s ti h e h .n t p e o e I O c t n w n lB h th o iC e th P ie r w t d r r R h fth e e e i a c t .e l t c h a a a r h to O e p ti st e e e h p o C r ,B s e O n l ii P f t a e B C a w R d m w c P i . f to R c t a o a h a s n c .r s to s t g fe h o w ,r th u e s i it n B th e w w d P n i th R a th th in s .e a e f th t .o h I u e in g n h h th d ie g s e th h t a e a cp s o tt p rc r lo i ee r ld a re ti c lo a an ti se o w , n iit tw h w itt a h h se t f h B ou e P n R Bd P . R th . at dium-we d aik um ) b-e w tw ea d ek e ium d ) n ib um ee l -tw e w m -e w e e a e e n k n a ts ) k e b ) l o e e b ftw m e Btw e P en e R e ts n d e o e in o n um lf e e o B m ln e - P w e e m R n s e e ts io a d d nn k its e o um ) o f a b o n B n e fe - P d tw w B R s O P ie d e o R a C e e n k n o f a )o a n e n b n c ld o e to e etw n m O s r e is e C d e sn o e e i f d ts n n a a e c th e n o to a ld fe e n B m r O d o s P th e C o O R n n e C f ts o a rth n . c f o T a to e o fc h n o B r to e s th e P r s o R s s tr e n i r d o o o .th n e n n T a g e th h on e n o e d th e s o tr O se th io C r d.n e e T r f g a .a h c T n e to h d se r tr O ss o C tr on n o f g a n th c gto e o rs th oe n r .th Te h e o th str eo r.n T gh e strong The medium correlation is given to th T hi h e be if te o m ld le o d iw n iu iT n m a gb c th lo er r 1 r ee 0 el. a eti leo m ne in s ts gi h a vin e bd n ite to th d e ti h n w h T e T e i h fb a a o eik b l te m l lo c e d o e w 1 d r ii0 n rin e u . g T lm a a th ti b c o l r o e n er e 1 r e 0 el.la eti m oe n n its s g ai n vd e n th to e w th ee a f ko c llo orw reiln ag ti o th nr ee elements and the weak correlation w TT h ith h isi s r o e r rs e g ul s w a ul n te iw T th ite z h d ia th d i o s iti n r ir o o g n e a n r a T s g a a n ul m o a liw T m z n o te s s h a tr i i d o um th z d iti d s e a a o l te e iti r o n m n lth e o r g a s th g a a n y a ul l r a a .t a m s i n te lz tr T t c i o e s a h c z d a tr d n a a i te th s e i a n ti n a g lte e i o i n a y th d a n g r id . d e a y w a m p T is l c .t p ul r h i a o s T a th c r ite tr d ts a c s h a ti e a n c s ii o s l ti te n c ti r t a o T th d ti h ig o g i n lo d a i a n o ly a c d e t n n e s .a t c p i r th i e um c te T te c z s r r a a h a a o s s d te in c ti i n s m i t s ti s e f o n h a r f w T ti ia n t a i i th n o f h h n d r o a t iim d ith n a i d n r lz th s p i e t d e i e s c th n e r r tr r th a o o ia e th n s g te s r e a i c s o g g e s l iti te ul e th s e n s a w th th ti m e g r t n T T te e f h e o o y i i r th o e h e s z n d a c n e r . n i ul o a t c d s k e e r s T ts iti um r o e r th ,i n ts h e r r n s e r o th e e l a i r o g a e n i s s e lc e r m n a s e m ul a l o e lm th ie e ti a n l la r f e m v te l ti o i o th e s d e r e n n e tr n o s i d c d e iz ts c d r r ul c n te n e a y o e e ( a ii ls te ts n e ts r a n d ( te th i tr r th s g r m g e e tr s a e a f o o e ly l r a th r p e o n a t f v o m .e t h r m o ti n g th m e e T e c a o v r g - o r s e a h ta t m c y d i e n - ul n n th s o im th r e s n e ts i y r ( ts m l m a i- t r s e i o s i th n e i tr - a o s d p m c l w d r e d o a o a o e p i p ti n l o e t th r c lr v o l ta r g o a e c a k r e r c te a n - a c n e ta m r te ,r n ti e s y t ( e th n d s e ti a t e i tr e - th e o i m l f x d e o a n rr -m p o t n e e p m o r g th s e rs ul r - a n ta m o th i c ts ts n s ti n e e i ti - t a s f o i th r o n f w e n d r th o e v e ir r n e i es s k r g e ,y m i ln th th eio m m f e e d i n e p e c rn d o e o l ts s i r r a n ul r ta r e g a en ts lr a th e e t ti x o v e o -f e n c th r o y (i r s s r i tr m e m o la p n o ti o g d o r -e ta m n l n e ( as - t rtr e o en xg - -me- correlation sign is given to the three OC factoc ro s r w re il th ati th on e s hiig gn h e is s t gc iv oe rr n e l to ati to h cn e o r th w re irt le h ae ti tO o hn e C B s fiP a gc R n to . is rs g w ivie th n th to e t h he ig th he re st e c O oC rr e fa la cti to orn s w wiit th h t th he e B hP ig R h.e st correlation with the BPR. respect fr oers p pe ec ot pflo e r,r e o s r pp e u es e tc o p c p o e t lm c f et o ,e r fo o o p u rr e tc i p o eo e p n m o l ta e p e ,ti l e o o o ,r u r n e o itc ,e s u p n a o tc n e ta m o c d ti t e m io fn o o e n rn r r e ,o i o e s p a rv p n i n e e a e ta o d n ti c p ti ta t i o ln o f e n ti o n n , o r a o o , n r v p u ae ,n a e tc a ti h o d o n p io g m i d n ln h e e n i,l a n y o o r o n e v u r c o i a o tc h e v ti r i n o a r g o ta e ti m h n lo ti l a e y a n te o r o c n e a d r o , r i h r e e O a r i n n g e h C ta d lh ia g f ti lte ia y h n o c ld n c n y to o o , O c r r v a o s r C n a e rti d l rf a e o a te iln c n ato d te n a o r r O d s e v C O a hti i C fg o a h n c fa to l y a cr r to c s eo r h r sr ig elh alte y d c o O rr C e lf aa te cto d r O s C factors dium-weak) between ec lo ec m ro re e d rl r n ia e um ts ti la o o ti - n fw o c B b n o e P e a ir b tw R n r k e e ) s o tw l e tr b a n e ti e e e n o tw o n e n n m n g e e th i o b m e s nd e i n e d o s tw n e e tr d e lil n e e e a e el g n m e n l e e n g d tm e lh th e n m O e e m ts e n C o fn e it d o r i n s fn s f e c a t t a o l g c B s n c r to e P a t r o d lh R e n r e n e s lm d e s a o o v tr f ti n e i e n a r o uc n v l o s c n th ua ta t o n s t lc r e b e ua c o a te r o e o s e o f n n tw d i i d te r lth d B d n s a r itr P d e ti th e um e e s e l R o uc r tr e a v a r th .n n .n ti o a e - T t r d l ug w o n b m ua h o o n g e O e e ug fo h th tw a te b B s C d k tr e a h e P d e ) e f tw n o l R a p e b a th in c e n .n a e e p to l g tw n r g e e m a o e m n rt n ug l s e o h e e m e o d o e l n n h f n e o f t o l i e s e d a th f r x l e s e a e e p p lt e ln m e x a e c o m e d p r n o e l th ts e e e n n e e r m l n e ts s v ts itr r t o n a e s . o f l uc n i T ua Q n f a e t h B n s x t a Q te e d P p ta o a a s R e d f n e r ta tr r d B .v o ts th o r P a n e . n r l R i v ua o g n o .a n ug l Q te e ua a h s dta ite d a th r d e.p r a th a o n n ug r d e o lO h ug o C a fh e f p a x a a c p n p to e e a r r ln ts so e o fl i n n e o x th f Q p e e a e x ta r o p ts th r e. r ie ts n r . Q iT na h Q ta e a r s.ta tr o r.n g  Strong Relation isi s g g iv iv en en t th o t o e t h B th e P e lR a l s a ct i th s o st th n e th g th s r iB tr v e e rP e e uc e B R e n O P ts O t c R C o o C a c n f tn i th o a h s s fd n c a tr e e g to s c O uc l iB tr to a v r C P s uc e s ts rt R P n s a th ts a m a f t cn a o m o ra o c d e n tn to n o e h s O d n g tr e r O g C s O th uc lC . a P th C A is e ts s ft f P e n a n a th g th c a c n i f a ito n n a to v e i r n c n e d e e B r a r to .e e n s l s P O I . y .r O a n t R Iti C A s o m n C .th c c P n t A a o th o h i f e f l a n n s n a e a e m n a g s c g c a lp tr a to a a to i o th n l v p p s uc y d r a r t e p l e s ti l s e in th y l e ts .th la n c i d ti A e t w a m i ra o e d n c l e n c a n a o m e e B t a c s d l h a n . P s a O o m c n I e g e s O R n r d C a ,e lo e th C a l e i ,c th a y d t f l s o iP e te a ti t w e t w e n c l w n c f th d s a to a a a w a i tr s p a s c n to r lr a s to e uc p f m e c s o s e r . f a lr a i u o o e c ts I s O e s m n a r u d s n .d e te e C a n A e d o th a s n c ld d n te s n f th a d w e a g th s th to d a c a O a e a th n to p t ,e a s to a C a i t p c e r r s t l P s e r y a s lw n i e l e s ti a e f a i a s s a a d m n c ti te s e c s a e v s to c th o l d .f s a e n o m I r th e s to n u g s e o r . n ,e th th e d a A d il r s t e a e e n e s l th w ti l e a n w a a v s p a a i n ti s e n a s t p a v th s e f l le i .o y c e e I r u ti d n e r n c a e c a th d l te a la s e th m ti d e a v ,a o to p e i t d t p a e w ls li s e w ae d ss a f s c so a th c u sre n e e, d a rite e t th lw d aa ti a to tv s e f a o su se nsd s th the a tr elative Table 10. The BPR and OC rela T th ioin s sr he is pul m te atd ri x in . aT m hio sd re els th ulte at d c a in n a a iTa w m d io p b th d r le a eo c l 1 r ti 0 th g .ti a Th a o n t n ie c z e a B a rn s ti P R o ia n n ia d a n fi ld n p s d r OC tr a ia n cti te g rti e g th lo a yn t Ta w e .i o e T i c n r b th h o s s le r ih i s r o n i 1 e p i r 0 ln g f a m .i d a ti n Th Ta w T a n id o c h ti ir e n a b i th z iin s te x le B a ( g .ti P r s o s 1 e tr R o th r0 t s g n o h .ul a e a a n Th a n n te lt g c d io s e - th z d OC m tr rB a r o i a ti P e e n s te - l R o r e a e a n g ti a lth a a y n m o tl. d r in o o e s T OC n tr e d (h s s e a e ih tr s lte li r e o p th i e g m n n lm a y a d g e t.t a ii - n o c m T tc r ts n a a h ie s te x n ih - a .s s ir a p ie t i n h d m v d a e a p it c t rr r th a y a ite x c i o .m ti s s ti e t p h o th o a n rt e r ta e r th s e n o tie n s le e f m i th ne d rn e its n e g e a lth r ee m e v e c e n o rts y rr e ia m lr ae p ti v o oe r n ta r y (n s i tr tm op no gr -ta mn e- t cific settingc si f o if c tsh ee tti en l ce i g f m s ic e o s n fe tttti s h e o n c fe i g fa ls ie n c m o s O fe e tC tti n ht .e n s e g ols f e m o af n e t n O c hite C fsi e c .o lf s e e m atti n e n n O c g tC i ss f . io o cf f s a t en h tti eO n eC g le s .m oe f n th ts e o efl e am n e O nC ts. of an OC. The mT ed oT ia u h T c m e c h o m e c m o e m T r d p r o e i le u d i s l aa m ih T c u ti c h m tr o c o h e e o m n is c m r s p o i r p ,s e e r e l tl r g d ic h a s e t iie h ti v lu f a o e o r m t ti r e n n h r e o s is c p to iul n s T s p o ,e o r e i ts g o t ts r c h h ip a e v t g e e o c l le i f e a f c f v o r n ,ti o o e th e r o l o m to s n lp u e ul n o p to e tc w tf i ts o l h i s i o r ip t s e n s g m h o h lt f g ie e f o v e r t , th th l f e h e T o lo o n s o io u r e r l s e w le ito , tc a o a e f e t i r i T w n c o h n r c t e c ta h s m h e h g il o t n e e T e ti m r e th q m r g h m e f o e T r u o p o s e r th e s e n o e e ul r e l l e n s m ,ld i i s e r a p o s a e ts a ti ts e i h r e w n c e e u n e o c d c c l a ta m d h o t e in o e t n in h m f u ti l m f d i q g e i w c o n th m s o e m u o p ,r th T th n e n n r e e l t r o e c o p ,r ts is h e r e o s n e f v a e ti e e a h i w r lts o n a a u e r o a c r s r ti n p d t s e c ti n e e e t a h e d o o l l a l o s n e a ir d e i w m n k n ul n s ,e th ti d m ,n s e o to c a p o i ts e t e th r o e o s u r n l h e a n e i r v w tc g r s e o e r r i ts e a u i h h c s e f o e v w r p ti h s l ia g e m th a e a t g e r o e k h s i n n e q ti d h v n a e e ul is d u c o l s k e to e y to o a o f ,n e ts n th n i c r r r s t r c t e t o i r h to ti s r h o e o e e r t e e o h n e f r l r w p t r a r n i e ta r th h f e g e r ti e e l o e s e l a w h ti s a o e a le s ti l ul lf k o n te e a e o y o fo n n r r iw c ts l d r n e c c ,lt o s o h o i a r O t u n o w r n rq f r g s r e C d e i e e u th ln th s l a d f e a ig e ti a n e s r te a to c o ti th n e r fto d e n i o o c r r r h n v r e s e O es t l a e p q e w C ti r r m e u e e o e lf e s e s r e n a s e e e m n c ti a n a to ts u r e o r t c n s e n r a h e s ts n h d w q d i a g e u to n th h r ed e ls r y e ti e u th w p o c se o n e re e r d w a r w s k e e to ee ln a c a r t o k te r er e c d r u p o e s rr O le e a rd s e C ti e l o a to n fn ti a t c o rto e np rr se sent OC Factors correlatio co nr s ri eg la nti io sc n g o c ir sv o r ig e e rn l n ra e ti to ils a o ti g t n h o i v s e n e i g th n sn i g r to e in s e ti g h O si e v c g C o th e i v r n fr a r e e e to c nl e to a to tO ti r h s o C t e c h n w o th f e r s a i th r r th ic g e e to l n e rth a e r O ti ie s s e o C w O g h n iC i f i v g s th a e ih c fg n a to e th n c s to r to t e is s c r h tw o g h sir i g e iw v r th h e th e ie ln th a th s r ti t e to th e e c o o n h tO e h r i w r g h C ee h ii th lg f t a e a h h s ti r c t e e t o to s h e cn t o e rO c s r w B o r C w e P irt l r f R i h a e th a ti .lc t a h o to th ti e nr o e B s w n h P w iw i R tg i h th i .h t th e h th st e t h e B c e o h P B ri R r g P e .h R la e . s tit ocn o r w re itlh a ti th oe n B w PiR th . the BPR. is given to the last three OC factors a is m go iv ne gn th to e t n h ie n e la . s It n th th re e e a p O p C li e fa dc c to ar ss e ,a im t is w o g n a ig s v e f th o nu e t n o nd itn h th e e. a lIa tn s tth th er a ep e p O liC ed f a cc ato ser,s i t am wa os n g fo th un ed n th ina et . In the applied case, it was found that The medium ci d o n d i r um r s ie um tr la e -ti w n -w o g e in th n a e k a i d ie s n s k )i tr n um h g ) b s ie i tr n b i e b n v tw e g e i - g e tw te w n n t th e h g d e e to e e e th a i d n e i n n k f n in e t um i ie ) s h r n n T le tr s b e e g il t a n e m e e - fb c t tw g w n o m h o l e l g e t e e n n le e h th o a 1 n ts s f e e w k i tr 0 ts n e r T ) .o fi s n uc ie n h b f o t r i lg e n s e f B c e t t tw o g B m P m th o c n P R f to e e e r s h R i B n n d e tr e o n e P e ts s n i n o uc h u tr s f R n e ii e tr o o m r b uc l. t lo e n s f e e i o t m te n e B n m c t f c o e g P s d o e o e B r ith R s n f d n n r P i its e B n d ts s e e o R ltr P n e a n a T a .o R ti i uc n a n a n o fo .n d b d n g B t n d l i d e O P e n th o t i ih O R s f um s C 1 s e ie B 0 C tr d g o f w .f P i e h T a n e i - f v r R w e c n a i h a e o s b to a c g .n e t n e n ik to th te d a r c m e to d s o c k r d O e s o e s i n o ) n i um t d r C d in s o b h i n rtr in n e e e e u th f tw T g uc l - a a th m f a w c e a o n t ti to t b e e h le d o c l o e l o a e o o th o r e n n O k f w s r th f 1 r e ) i B C e o r i e 0 r e b lP n n s l .e .r f e a t g R T a m .th tw ti c c T .h th o e o to e h e n n e n r e o r e s ts s e s i tr th n tr s e s tr o o o uc e e e g n fn o l l r i e e B v .n g t th m m T P e g oe n h R f e e e n n o B to o th ts ts s P n tr t R e o a h o o r .n fe n .n B d e T f g o P h s th lR ie ld o e s o e w w tr n a i o e n n on a g d n k g e th O c so C r id e r r f e ea e e a c la ln to e ti d m r o s O n e o n C n ts fth a ac n eto d or th th s e o er n w . T th eh a ee k o sc th tr oo e rr r n e .g l T a h tie o s ntr ong with orgw T ah n iT th i is z h a ir o s ti e rs r o g ul e n a s w a n te ul li iw T th z d te sh a tr i th d i iti o n s a o r te ir o g a n n er g a a s m g a n y ul l a .i o m s z n te tr T d a i o h z e d a ti d l a i te o s e iti th n n g lio n a y th a a n l d .t a w a m s T ic l c tr t a h i a o s th c a n ite tr d a s te e a a n s i o g l i te n r d ta y T th d h g g i.h d p a i a y w a c T t i n r .a t s p h a i th ite T th c z c r r ia s h a a ti e o s n c ti s i ti i s o t s ti ul n e o h r o a T d ti ig n a n i th te n h d i a o a t e c d d i n n T r lr th a s p i e i s e s c h te z ie r r tr r a o n i ia a e s s s n te s e a c ti s a e l i t r ti te ul s e f o n h e i th m ti m n n g t a s te f h o ul a t y d i o r e n d a n l e th .d i n te t n d e e s T e ts i tr r th o g i n d h e ln s s a l a i th th o g a e e ii s te r n n s m e th a m e th ie g n a t f e v c y i o r th d e n c n o e m e . d i a ts c d r e r r c T e n y o o e r a i h e le n e d r a te a i ll i r th g r m e e a s e ie s e d m l ti ll a th i p e a t v th n o t h e p m o ti e d e n n c a r a r o r e i a a ta t ts c t y c ( n n n c o s th a c n ti ts i tr r a ( te a m a t r s ti o r n o ie tr s e a s d o p n l r e a o a t n v o g e h p iti n e th e r d -a r v ta m r g o r a t s y r e p n -c n e e m th r i r ti ie y - t n (a m s e ti o c e i tr - f s o p m ti lie e o n n o ti m p n d e th r o o ta r g ie n n s r r -n n e e ta m g its r e t n s n e th e - t a fil in e r e n e m c d f i v o in e n r e n d r r g ts e y i n lth a ig a m ti e r th o e p c n v o o e r e r (c r s ta ro e tr yn r l o a r itm e ti n lg o a p n -ti o m o r (s ta e ntr - n (o s ttr n g o-n m ge -m - e- correlation sign is given to c to hr er th ela rti ee o n O s C ig fT n ao c ito ss um g rs iv w e m n iT th a to o r i th z s tum e h e e th h th m ie g r a h re r e e e is s z ul t O ec ts C th o rf c e r a o e c rlle to la e s ti c r ul o s te c ts n w o d r w ic r f th o e r iT t o l l h a lth o m e ti t cs e o h te th um n e h d iiB s s g im f P h g r w R o n e ao m s .r it r is z k c th e g ,o ith r th iv r se e e e w n l a r r o to e ti er s s o k ul ul tn h , ts ts th e w th i o e c t f o h r r le th e l te e s hi ul c e O ste ts B m C d P o o fR fa d f rc .o e th to m l ia rs s r th e m w ie s o ix th d w -e o th l ra e k r ,e h th ie gx e h - e re st sul cots rr e olfa th tio in s m wo itd he tlh a er B e P eR x- .  Medium Relation Table 10. The BPR and OC relationship matrix. dium-weak) be re tw rs ep s d ep e e ic um e n t c e t fc o l -fo e w r om r r p e r e e a p eln k o e ats ) p o ti b p l o e o e r c ln ,e f e o tw o ,s c B r b p u o o r P e e e i u r e tc e tw R n l r c tc a n e o t s o ti lo e m e tr f a n o e o m lti e e e n n r o o n m e n o r c p b n m g e o r o e e e e th s ir n r o b o e tw s p r id ts e i p n e e e e d tw n e n l l ta e c e a e o lita t e ,ti n ti fa e e n f o ti g o B o e n o l e u n m n n o P r d tm tc h n ,R p o b m O e a ,e o e d e o n a n C o m o f tw e n n i d t d p r ls f e d o s e r l a e i e e t e a n l n o c e li ,s c n c e to n n r e e n p o o o m i d l n o e s r e u r e n m v i o i n s r e m c e d n tc s e v a n ta t o o v tr e le ti o a s t d f n a a ti uc n s tr o a ti m o ti l e th ua o t n r n o a e lo s e t n d n n n p n e e a r o a te ,o d g e l e O r a o f n e a r b o th d s e i d r th m i n d B e C n e p p e e iv h e d P tw th um n e l e e s e f h n e a i R c n a ta r tr g v i,r li it .n e c ua .t g n h o a c e o ti - T s e to f n o l h ug g l w n u o n ua o h y o a te r l r g r tc n t y e e r n v s c m h h th d e a p te , o a d s o o c e lk a e tr o ti m a a e r o d th n ) o n f e r ti d n o r o ip e e v b p th d r r r th i o e n n l n e a s e o a l l o a n g e i t e l tw n r l ug g a n te r a e ua , o c r e o b il te n t o e o ug e d e le th e h h o n te u n m d e tw o h e O v ta tc e s n a h f d ie O a tr f r g C o e ti i e n e p .ti a r th h uc C e x m l T o t a s o e f l n s p p t n h a y n r n m f e t a e o c c a ,a e e m o c r n o to ug o a n e c l a s o ts fr e to n n r o n d o tr r r e i B l d ts s h d e f s r i r o tr e P o e h n e n s e n v a o il f l R i uc ta x n a g Q g a fe e .p p te n l h ti B x l t a ua a e o e ld o P p ta o r y n m v n ts R e f te e O a r c ,r e B l . ti o o ts d a n C iP o n o n r n t f r th R n s i fd e o Q n a e . a l r n a c x a i a Q o n n r to e p te ta ug e d n a s e r d r ta h i o r s e .d h ts v iv O r g e a . a a h C ia ti l n lua p n o y fd a Q n a c te n c a O o a e to d ta r r l C r e rr o th e s .f h l f a a r ie c g te oto x h ug d p lry e s O h r o c ts C a o n r i p f th r n a e a c e l n Q to a e o te a l r th ta s d o e r fO r . e . C x Tp h fe a er c s ts to tr i r o n sn Q g atar. isth ge iv B eP nR t is o c i th g o tsh i n v e g e s e iB tr v ln a P uc e s t R n t o ts th t cto io h s a r n t e n e g h s e d l itr e a v O O s uc e la tn C C s th ts t t P f o th r th a a f e c tn a e e r h to c d e B e O to e r P O s l C r O a R C a s s C .f m t c P a A o th c f o fn n a to a n rs c c e a g r tr to to e n s th uc r a r O a s l s th m e y ts C .a ti A n e o m a fc in n B a n n a o g c P e d l a n to .R m th n g O Ir a n c o e th s C li th o y d s th a n P n e ti e e g m i s ie l n n c fis B tr a v w a o e i a P g c n l uc e n .p a to i R m e n I g v p s n .ts r e t c o l c th I s o ith o n n r d e a .th e n e t d A n e t e th a h s o e l n d te n c tr a e w e B it a p O n uc h d a lP s a a a p e n e e C p s R s to .l ts a , t l i p P c I a e l ic n th r y a t l a d s o f i e s ti w e n t a th n r a s c d c c d th e te e s a a to a e e tr s s c s O r l d s a a e r O e uc f m C s p th ,s o to e C .e i u p o P ts t O A ,e d a l n f w i f ir C n a a s t e e d a e s n c a d l c w a l e f to th d s to w a n a s c a ti f s c r a O a a a r s o s to v l s th t s su y f C .e e a o c r ti n A ,e m P s r u d c i e r n t n a f a o a e a m th w d l a n l te c a m n g to a o a th ti d a s t n o th v r l a to g y f d s e t o e . ti e th u a A ln c s n w a e n isn d l e a n a m e sth s i n .s n o c I a th a e n r d lt .y e e e th I a ti l n te r c w e e a th d la a la p e s to m ti p c a v o r a lp e i e d s e p a s e d lte e li s e c w d s d a a th s to c s ea ,e c a s ir r s e t e e s ,w a l e ia te t s a ti s w s d v th fa e to o s e u f a r n o e sd u s la e n th ti sd s v a th th e t e a tr elative with orga w ni ith za ti oo rg na an l isz tr aa tite on ga yl. s T tr ha is te ig ny d w .i c T ia th h te i s o s i rtn g hd a an it cith a zte ao ti s s o e tn h th a alt r e s th tr e o a es te le e g m th ye .r n e T ts e h e ia s lr eie m n v d ee in c rts a yte ia m sr e t p h v o ae rt ta rth yn i o tm se p th orr ta ee n te lements are very important Table 10. The BPR and OC relat Ta ion bs le h i1 p0 m . Th Ta atr e b i x le B.P 1 R 0 .a Th nde OC BP R re a la ntd io OC nsh irp e lm ata io tr nis xh . ip matrix. The medT iu hm e m T co o er d a rie T c u lc h a m T o e ti m h o c m e o p n e m r lT i r d is s e o e i h lg u d a a im it ti c v u h c o e m ic o n n so m , c to r it T s o r p h e o r g l t e l r i h ia s a e v r e h ti T c le e a c o f h s n t ti o o ul n h e l o m to i lm i ts n s o T s p ,w t o e ig l h t o s d i h i i s e f a v n g i e h T c u th f e g i c o v h r m n to th e e le h e lm to s n o ic f m r ul s i w o e p to ,rt e r e ts s l h t ir d it h n t s e e ei h e o r g h llu f e e a e f o r th m m s t ti e th l f h e T lo o s r e a o io c e ul e l n s n r w o l , e c o a ts f r i ts t h i i s w c e r h n r e c l a s g q e o g e io ln t n ia m u f m v r th d r g ti e e th e e e p o s s th T r th n s n ti e ul e n l e o ts ito e e r o a s f i ts e a h r i n s w e a e r c c t l s g n h h o t e c w e e t h id o m e f a lv q e r e i m k th s f e e th r e m u o ,n e s c n p e e le t e o e lts s l h u to a o n i r f w ti s e s r i w r ts a r h o e c e te s r n h h d i n la e t a n a td e k h s n q ti r g to w ul f e i th d u c o o s th s e o ,n e ts l r e e th r lr e s t r e a o r h w ti p e o e r w e u e e o c r fe lw e h a s in e a r th n s e ti e e l k e q g d e w s a o e n m u c ul k n th e to t o fe r i e c ts r s r r e n o r ti s e r e ts r t e u e o o l r p f r a s n e e a e e r ti th l l n e s a d e w o e s d m ti e n e a e to o th n r r e fn i e c n t r r h e s ts e u t w p q s a r e r u e e n e d a e s s d k s e e to ti a th n cr o t o r c e n r e h r w p w e q re le e u a a s r ti e k e e s o n c ti u n t o o s rn e rd ew l a to e ti r o r ee n u p s re ed se to nt represent respect for people, outcome orientati re o sn p,e a cn t d fo irn p ne oo vp alti eo , n o u atc re o h m ig e h olr y i ecn ota rrti eo lra e n te s , p d ae n O cd t C f io n fr n a o p cto v eo a rti p s o len , o au re tc h oim gh el y o rc io en rr ta elti ao te nd , a O nC d f ia nc nto ov rs a tion are highly correlated OC factors To summ Ta o T r s io z um e s um th m ea m r rT e i az o s re ul i z s th um e ts e th c m r o ee l a l s re r ul ec isz te ts ul ed ts c th o f r c e lo lo T e r m lo c e le te s s c th ul um d te i ts s d fr m w c o fo r m a o o lr lr m e ith k z c, e te i th th sth d iT w e s e o f o r r w r o e r se o s k um m s ul r ,ul k th th ts ,m ts e th i o a s c r f r e o w e i th z ls rlo ul e e eir s c s th k ts ul te m , e ts d o th o r f f d o e e r th s f e o r ul li th m e s a s ts i ul r m th s e c ts o m i e o s d x lo o le w -e d fl c o e th a te lr r k id e a s, r e f e m th r x o e - o em x d r -e eth ls ul a is rts e w e o o x fr - k th , ith s m e r oe d se ul l ts ar e o fe th x-is model are ex- Table Key is giveT na tb ol t eh K e c e lo a c yr o s r tr e r th le alrti a eti o eo n O c n o sC ir sg r i f g n e al n c i as to ti i s g o rc g is n v T o i a v e r a sm n r e ib g e n l to o l n e a to n ti iK tg s h o t e g h th e n T y i e v th ia s e sth e ib g n r g n l e n r ii e e n e to v i e K e e O s .n tO e g C h I y n i tC e v o f th a th e ftc n a h e r to c e e to to a e r lp s a r tO p s h s w t l C e w ii th e th th f id th a r r e c th c e e to a th c e e s o O r O e e r h sC , r h C iw i e g t ii f l g h s f i a a w th a h e c ti g c a s to e o i to t th s v sn r c t c e f r s o e o o c s n s r a i r o u h w g r r t m r n i e o e n r g ild l e o th a t h a il h n s ti ti th a e e g th o s ti g o a t n l in o th e a v t c n s s e o w h e t in r w g iin th r g t n to e ii h h tn l rh i a e e t s e t s ti h e h t .g t h e o e IO ic n e n v B th o C e B th P r w n r r P R fe e e i a R to t .e l c h a a .to O p ti t th h p o C re s e n l i f a e th B a w d m c P r i to R e c t oh a e n .r s s t g O e h w ,C th e i it B th e fw a P n c th R a to in s .e r e f s .o h I u w in g n i h th th d e s e th th t a a ce p o t p h rr l ii e g e lh d ae ti c so a t n s ce o w ,r ir it t eh w la ta ti h s o e f n B o w u Pn R itd .h th tha et BPR. in strengi d th n i um d e si tr n um ie -n w n g - g e w t th a ih n e k e e a i d ) s n n k f i tr b um i i) s r n e e tr s b tw g n t e e - g c t tw w n e h th o g e e e n e n e th a s f e n k i tr e n e r i) ln s n uc e e b t g im ln e c e t t tw o g e m o h n n f t e e e ts s h i B n tr f e n e iP ts n o r uc s fR s f ie tr o t r B .t ls f c e e P o t o B n m R f d c n g P o e B is th o R um in n tr P n n ts s e o R uc tr s o n n - .tr o n w i uc t n o f e e o e n g B n t s f a d e g P o i tk B i d h th R s f um )P e i d e B d b e o R ia f P n e e um n i - .n tw r R w i a n d o s.n t e n g -e O d w a c e e to k C h n O e sn )i a e C e f d s b k a l tr fe e e ) i c f tw r uc a m to a b sc n e t e r to t e tw d c s n e o o r ts o n O f s n e n B e C e s o o n l tr th P n f e f R uc B a m e e th l c .P e o e to t e R m n th o o r ts o f e s e th n n B r o o . e ts P o n fT r R n B .o th h e T .P fe e h R s B s ie o P d tr o th s R e n o tr n e a o o o r n g n n .n d e T o g O h n s ie e C d s s e f tr i a d ao c n eto n d a g r n O sd C o O n f a C th c f to e a o c rs to th o r e n sr .o th T ne h th e o th e s tr o eo th r.n e T g rh . e T h str e o sn trg o ng The medium correlation is T gh iv ee m n e to d i th u him e b if te o co ld lr o riw e nh l ia T i n ti b a g io b te th n le d i r s 1 e i 0 n e g. i e T v la e eb n m l e to e n 1 t ts 0 h . e a n fo dl lth ow e iw n h Tg e i h b a e th ik te m rcd e o ee d r i n r e ie u l T e lm a m a ti b e c o lo n e nr ts 1 re 0 a l.n a ti do th n e is w ge iv ak en c o to r rte h le a ti fo oln lo wing three elements and the weak correlation  Weakrelation correlation sigw nw iith sic th g o o ir v r o rg e e rT n lg a ah n a ti to i n io s z i t a n z r h ti a e s e ti s o i ul g th o nw T n n a te r h l a ie i T th d s il s e s h tr g s O i ir tr o n s ia e v r C te a s r g e a te ul e n g f a T s m a g n y te ul to o cy .i o w T to z d te T s . d h t a i um r T h h th e d i iti s n s h e l i o s w i r i th o th a n m n s e ir i n a s a m th ir g a a ul n l d e t r a o m s d e i ic n th te c z tr d i a O a i o e cz e d a n e te a d C l a te th te h e a is ti th n g i f l i e s o g d t a y w th a h a n h c r t .t h p a e to a e iT a m T th c t s a r l s t h r ul a h a t t th o s s c n i c ic tr th o d s ts a s ti w o o r e a a n r ti i s o g rl i i te e n c e r th s d a o a o s th e d e g n T n i th ul ll d p ila y th i e th o a c e z r w r te ti r .a t c p a a e s e s r te T o te c d i c e r ti um c e th n h a i h a ti o e s d o n e i n c ii r ti w n n g l t s e ti o r m e f f h o a h a le i r ti i i r m a e n a T n i T t n l o l e g a d m o h a t d e o m s m s d h e r a ti n t tr r th i i n t e p i n iz n s s e o o s h c c n ts a th i r um e r a o g d o n z e ia r te ts s n te s r a e e th i c a B th s e r s i g ti s l ti r s i a m f e n P ul e g y e i w th th o e ti r l n t R a n .a e f n h r o v te o c d i r a ti . r T e a n a n i v o e e r i t is d s o h lt z n d r k e e r e ul c n y e g i s r r th r ,g iia s e e tr n s y n its th w th i n l v l th i o g m e a a in i e a n i s e m m te c a e ti t d e th n e p o h im o r f g e r d i p o l c to i th e c e n e l n t n y o o r o a e s h s p ta ts c d . d r r ul r c ( te ul t e r o e r s ta T h te ie n a e n tr e s ts r a B ts h e lc n l t r d g r o P a t e i ti th e th e th o s c ti l n R lf th ti e a f o a r v a i g r o .m o n o ti t le t th e e n -ln m d e m o th e r c e c e y i c ( i n a n O s o c s e r o te n th ts i tr a s - r ( m s C m r d s te e a i o ie tr a s n o f p in s l th f d a r d o a r w o g e f c t o ti n e i r r h p - to n o v m e l ta m g o a r r d e e a r n - a t k n e m r s ir th c e n th ,y - t ( e ti w l s e g th e ii ti tr o e - s m i m x th th s e o o w e - e n p n r e n o th e th e o g ts r r c s r -e s k r o ul ta m e ,r a h i e n ts r e n r th ie - e t g e l f o e h l a i v e n fti e r e m d th e s o rt s y ie n n i ul c n s ig o ( m ts ts s m rth tr r p a e o o o o e r ld fa n e r e c th ti ta g v o lo - n i r e m a n s r r t r e y e e m w l - a ie o im ti t x d h o -p e n to lh r ( a e s ta r tr B en o P e tn R xg - . -me- re cs op re re cl t afti r oe o rs r c n p e p o s r e e b p r c o e e e t p tw lc f a lt o e ti e ,r f o e o o r p n n r e u e s p tc b m o p e e p o e o o tw lm c d e p t ,e le e f e o l e o ,o c u e n ro o r l tc i p e u r m e r m o e tc n e o m o l ta e o d a p n e m ti ti e l te l o o s o e , r n e n a o o il ,e n e u r b n a m i d tc e e n ta tw n e o d eti n ta v m c e io ta o n ti s e e n lr n n ua o a ,r o o n e n a r m v te ,li n d a e a a o d d ti n ti n e d o ta v i d o th e r c n n a n e o l ti n i r l s r n b e ua o o a r o p rl n e e n r ug e v e e tw s e o te ,lm c a a p v a t ti h h d ti e e e n a f i o c o n e o g ti a d th n t n n t r h c o s p f i o r l a n p o n b m y a o a r r r e n e n r ug e a n o c o tw e o p r e d o d h p le v l e a h r i e l e o a e o r g ti h e le e ti v p a f ,h i o e n lg a o l o l a e n p l e y l h n e u x te m ua ,a l m b p tc c o y n a d o e o e te u r e e o tw d c r r e O l n tc m o ts r d e t o e h C r l o e s e l f r th ii e m a e g e n a f o e n l te l a r h n e x e r a Q o c l m m i d d p te y e to ug o a e n e r o O d e ta c r r in ta d v h o ts e s C O r t a e n r ti s . a r l l C ta i fua o e n a a e p n lti n c f l a a Q e te ,a to d o te n m c a a n d r e to d n e ta ,s e l v d th a n r O r o a s n .tif r l C s n d ua o e n a ug f x in o te a n p v d c n h e d to a o r e ti a ts th v r v o s a p a r n iti l a n o ua o n ug a Q n r ete e la h a o d ta h ra f e ir g th e .p h h x r a ilp g o y nh ug e ec r lly o ts h o r c f r ia o e n e r l p x a r Q p e te aa l n e a d ta r e te ts lO r d .o C i f n O e fQ C a xc p a f to e ta ar c rr ts s to . i rn s Qatar. in strength ine s n tr in eg n g th th ee fn ir in st gc to h n es tr fir uc st t co ofn iB n str P sR uc tr.e t no gfth Be Pn R i.n g the first construct of BPR. with organizati iso g nia vle s ntr t i th a s o te e g t h ig B v e y P e .lR n a T s t c h t o io s ith n s ti th g h s s ir i tr e n v e e w g d e uc e l iB i a v n ith O P c s e ts a t t R n C o te o th a t c r f tn s o th o r g a h d e n t c a t e e h e h to s n O l a B tr e O a ir t z C P s uc s lC a a th t R P a ti s th ts f m o t f c o a a i th o s r th n s c a o c e e n to a n to e n g e rs th l d e i g B r tr r O v s e s s r P O tr th uc e C .e O a R n C a A e m e ts C f te t c P n e a n o i o o l s g c a fi f a e n n a to t n n a y g m n h g s c c e d .ir tr a to e to v .e T th s l O uc I e l n y r h r a a n n e s ti ts C s th im s ts s .th a n c t t P A o a e a o m i i th a e n n r f ln n B t n a e o d m e r h a g w P c d e a n .i p v e to c o R e th n I g i e O p a n l th d a r O a r c l te e th C l s e y ith s o y e C .th ln t o s P n e d ti i A w e r i th m t s e f n n c f g h n a c tr a a a a e B i r a p a c a p s c n l e uc a .n to P s o t to p m e e c n I e ir R th n r . z l ts r a ,ta r O i o e I s a e l s ic th o n a y d t C n a ti .d o a s te ti w A n e t o e th m n e c f lc d d n s n a a a a w a th o e tr a c s p s O to l a n to a l e a uc r p f m n g C p ,o e s sa lr a tr i e i u p o P c ts th s s t e l r y d s l a n e d w a f i e e e a te ti l e e d a m a e s n c a d l c n c te s g m th a d s to w a o i y c th s n l d n f e O a a e a r .o m e n g s t ,e s s to T .u C .e ts io c th r I h t n A , P n e r d a iw d ia e l e s n s t e f a th r a s a a l th w i n ti e a te e n c s w e i n v s to a v a d n d f s a a e a s t e o e i r l p th s c to r .u y f s a y p o c I .ti n e te n r u a l A i d c i e r s m n e s a th n a e s d th d ll te t e p a a e h m s c o a th n ti d s a a a t r o a v t p th s a ta to d le e th t p y e n ,e ti a ll o ii tr s t e c w s e s a d w e l e a la s c a th s m ti s a sc v th r s o r fe e e o e d e ,e a u e ite r e t l n e lw w d d e la m a a th to ti s s e v a c n f a e t r o s ts e u sa e n a te sd rse d th th v to e e a r t a r y e s s lia e m ti ss p v th o e re ta rn etl ative Table Key Table 10. The BPR and OC rela Ta tio b n le sh 1 i0 p. m Th ae tr B ix P . R anTa d OC ble r 1e 0l.a Th tioe n s B h P ip R m an ad tr OC ix. relationship matrix. h TT i h b h ei te e m m d e d e ih n d iu i iT b h T u m i a i h m te b b e c il d te o c e m r o i d 1 r n e re 0 r d ilT e .n a i h T lu a ti a T i h b m ti b o a e lio n e b te c m n l1 o ie d s 0 e r i s 1 r g d .i e 0 n g iiv lu . ia T v e m ti a n eo b n c to n l o e to r i ts 1 r h t e 0 g h e h l.ia e i f v ti b o f eil o o n te ll n o lto d w o i s w iit n n g h i n g ie T v g th a f e o b th n r ll le e to r o e e h T w 1 e t e 0 i h h i b le .n e e e i l m te g e m fm o th d e e ln e ld i r o n ts n e iw u ts e T T a m i h e n a a n le b n d g e c l d m m o e th th r th e e 1 re rn d e 0 e e w lts .ie a u w ti e e m aa e l o n e k a n d c m k o c i th o e s r c n r r o g e e r ts ri e lr v w a le a e a ti e ln n ti a o ad ti o n k to n o th i c n s to h e g r e r w i v e fe l o e a a n lti lk o to o w c n o t i r h n re g e lfth a oti lrlo e oe n w eiln eg m th en rts ee a en le dm th ee n ts w e aa nk d c th or er e w la eti ak o n c orrelation  Strong Relation respect for people, outcome orientation, and rie nsn p o ev ca t ti fo or n p ae ro ep h le ig , h olu ytc co om rre el ro a ete rsip e dn e O c ta t C ti fo o fr n a p c , to a eo n rp d s l e in , n oo uv tc ao tim on e o ar re ie h nita gh tilo yn c , o ar n rd el a in te nd o v O aC ti o fn ac a to re r sh ighly correlated OC factors  Strong Relation  Strong R e Slta rt oin og n Relation To s cum oc ro re m rT l ra e a oti lr a s io z ti um n e o c s n th o im g r s e T n r i a g e o r r T il n e i s a z s o s ti i um e g ul ss o i th v um g ts n e m i e v n s c e i a m r o g to n r e ln i a l s z e to r ul tie c i h s z te ts t e th e g h d th ie c e th v o fr th e r r e le n e o lT e r e s r m e to o c ul e O c e te s o s ts th ul C tO um d r h ri ts C f e c e s fa o r l th m c f a w c o la to lo T ti m r e a c o le o o c r r to lr c e e i s te n th k z o s c r w O ,um e d r s s te ic r th i s C iw th o g e d f th r w r l n e m f i a o e r f th a o th e ti r i r m a c r s o e l r o r e to a th e s k m g in s th ti ul z ,ir h ul e v o e s s th i th i ts e i n s g ts h w th g n e h iiw s n o s g ic e e i to r th f h g o o i w e s r s th n t e l r s e t lo th k ul s g c e h s i it r ,o i c s s ul e e k v ts c te th r g m ,th e o r ts h i d e n o e th rv io r l r g f c a e e to r f e d e h o r th e ti n e l e o a e l s r o t l l O to i m ul e s ti e h n s t a s c o C e ts ul r c m te t w th n e h th o f ts d o i o a e r w i e tr r s d c f h x th e f e i o to e r w - t th e lt f h o l a r h r O o e i th m ti a s t e s e r h r o C w k i B e m e O th n s , P f i e B o m th C a th w iR x s d c P - o i .e f to e th R w ta d h lr c .r o e e e a to s tl r s h r h w k ul e a re is , r g i e ts B e th th w h x P e e - o e ith R s x th ft r - .e th e cth s o h i ul r s e ir g ts e m h h li a e g o o s ti d h ft o e e th cn s lo t ia r w s c r r o e e m itr l h a e r o e x ti d tl - h o a ee n ti l B a o w r n P e i R tw h e . x itt- h he t h Be P R BP . R. is giveT na tb ol t eh K e e la ys t three OC is fg aicv to en rs T t a o am b th lo e e n K l g a e s th T y t a e th b n r li e e n e K e O . e IC y n f th ac eto ar psp a lim ed o n ca gs th e, e it in s w i g n a ie s v . e fIo n nu t th n od e t h a th e p a l p a tl s ie t d th c ra es ee O , iC t w fa acsto fo rs u n am d o th na gt the nine. In the applied case, it was found that in in s tr str en en gd g th ith um en en i-n w in ge g ta i d h n tk ih e um d ) s e f i tr b um if r e e i -s tw r w n t s- g t c e w e th o a ce e o n k n e a i d n s )n n k tr e is b um i) l tr s n e uc e tr b tw g uc m e e t -t tw w n e t e o h n g e f o e ee ts n th f a B f e k i B e P n o e r) lP R s n f e e b t R i B m .ln e c e .P tw o g e m R in n n te e ts s h o d n tr s e e n i tr ts n o um uc fo f e ie o r n B n t ls fe e - g P o t w B m th R s f cP ie o e B d e o R a n n P n e in k n ts s o R i a ) tr n o n s .n b o n g uc tr d o e f e t e tw n B t h O s n e P o i d e g C d e R s fith f e e i um i B f d n o r a a e P s e n c e n n t R - to a ld o w ic e .n n o n m rO e d g s n e a e C s o O ts k n h tr n i )C f d ts e uc a b th e c f f e o ia to a t e tw r fc n s o o B r to t d f s e th P c r B e o O o R s e n P n n C r o o R e .s th n n l tr T .fe a e th h o uc m c e n o to e e t th e s n o r tr o s s e th ts f i o r d o B .n e o n e T r P g f .a th h R B T n e .P e h d s R e o tr O th s o o C tr n n e o r f o g a .n n c T g e to h s e ri s d s tr o e n o a n n th d ge O oC th f ea rc . to Th rs e o str n o th ne g other. The strong The medium corre Tlh ae ti o m ne id si g uim ve c n o to rre th lh a ie ti b io fte o nld lio siw n g i iT v na e gb n th l e to r 1 e t0 e h . e e lf eo m lle on w ts in h ag in b th d ite th rd ee e i n w eh T l T e e i h b m a a eik b te e m lc n e d o e ts 1 d r i 0 n ri a e u . n T lm a d a ti b th c o lo e n e r 1 rw e 0l.e a a ti ko c no irsr e glia vti eo nn to the following three elements and the weak correlation BPR Factors OC Factors w T ith his o r re gs w a ul n iw T th ite z h ia th d io s ti r ir o o g n e n r a s g a a n ul a liw m z n te sa tr i i o th z d ti d a a o te e iti o n n lo r g a th g a n y l a a .T a m s n ltr T t h i o s h c z a itr d s a a i te s e a n ti r g lte e i o n a y s th n g i ul d .d a y a T i te l c .t p h a s T c d r ite tr a s h a i a n c s iin s ti te n t a T d ti h ia g i n h d a i o y m c d t i n .a s p i th e o c te T r r r a d h a e o s s te e c s i si t s l ti ul s e n h w T th ti i t a th te n f h h o t ii a d th n d a i n w r th t s ie t d e c c i ie r r th a o o i n th a e n s te s r e n s o g g a e l iul o s e n s a a th m th r m e t n i T te g f h d i i o r th e h e a z n d a e d n p i n a t c d e r se ts ii r ti o e th i n z a e l r n e r o a e l c a r th o g a e n ti s e ti e rs m ul a le la o m th ti e e a l t n e m o v te ti o th s e n c a n e tr o d d e a lts c r e r n n e a n y o e s ri lte ts tr s e r a n ( a i r th s r m a i g e ie tr a e a n d te ly la r p e o a v m .e t fg p m o ti n ie T c n y r o v r g o r e a h a ta d .y d e n - n n c im T r ie s n ti ts i n y (h l m a t s e ti i g i i th n i tr - a d s o p m d th r o n a o ie p i p n n t e r c e r v o d ta r g a c a c s e r te i - a c n o c ta m r n iti a s y r t n n r e te ti a te i- t f h o i m s l id a n a n t p ti t d e h p o r o th ia r n s r n a t ta o g i c th n ( s ti n s th e ti tr o t f i th e s o o n e n n c d r e th o e g ir n e r -s r r m g e e ei l e le n th e a - m e ti f e lio e n e c m n n d o ts i r ( e n r s n e tr g a ts lr o a th e ti n a v e g r oe e n -c m r v o y (r e s e r i tr r -m e yo l a p i n m ti o go r - p ta m n o n r e (s ta - ttr n o tn g-me- OC FactorsT o summT ao ri z sum e thm O e a C rr eis F z ul a ec ts th to O c e ro s C r le le s Fc ul a te cts td o c r fo s rT o llo m e cs te th um d is m f r w o ao m rr iz k th e , th th is e e w r ro e er s sk ul ul , ts ts th o e c f o r lth e le si ul cste ts m d o o fd f r o e th m l ia s r th e m ie s ox d w -eo l ra k r,e th ex e- results of this model are ex- in strengthenin re gs p th ee c t fifr r c o s e o r t s r p p c ro e e eln c o at s p ti tr flo o e uc rn ,r e o s r c p t b p e u o e e o s ir e tc o tw n f p r c p e o B e t sl le m c P tr f a et e o ,ti R e e n r fo o n .o o c p u n m g ro r e tc th i p r o b o e r o e d e p n e e m o tw n e l l ta a e p lie ,ti n ti le e e o g o o o e l,r c e u r n n n e t o o m itc h ,e s u r b m p n e a r e o tc e e n n e ta o m f tw lo c i d t d a r ti s t e m ti s e e io f t a n l o o e o e n r n c n r n e n r e ,o o i d l o e s p e a n r b m v p n m i n e e s e e a e ta o v o tr d tw n e ti c d a p ti uc n ta t i o le c ln e ua o t f e n o l ti s e o t n n , r e n o r a o o a te o ,r l n r e f n v p e u a m d e i,lm n a d B e n tc a a o ti h o d P ti th e o n s e d p io R o n tr g v m i d r e n ln n .t h e o a c e l s e n i o ,l ug l a n n b e ua y o a o r r o g l n e r e n v e u r c h th tw e o te m i a d o tc h l e v ti a a e r d i n e o e a e r g ti n o n ta p e e ti v m th h i o n n l t n a a o ti l a n s e y n r l g a n te m ua o o a r e o b c n tug e a n d lr o e h o te , r i d tw o d h e r e e O a h f r d i e n n f e g e h C l e i e ta v a d l r th h ie x a e g s a f ti l n p p l te i t a y r l h e n ua o a e o c c l m m d n c n r y n o to ug o ts o te , e n e o O c r r v l a n d s h o s r d C in a tr t o e n e r s ti a d l f r th luc f a e Q o a a e e p te ilr n n c x n l t a a a o e to d d p te ta n o n ug a m e f o r r e O d e r r s e e v B l.v h ts n C O a P o h a t ti a f l R i C s ifua g n o a e .p a h n c f x a Q n te a to l p y n a d c a e d r r e to ta c r s e e lo ts th r v r o h r s . a f r r ii g l e n o e ua lh ug x a Q lp te te y a h e d d ta c ra o ts O r th r.p r C ir e a no l n f a Q ug a e te c la to d h o ta fr O a r s e . C p xp a fn e ar e cts lto o i rf n s e Q xp ae ta rr ts . in Qatar.  Strong Relation isi s g g iv iv en en t o t o its h tg h ei e v la e ls a n ts t th t o ith sr te g r h e e ie v e O e l O a n C s C t tf o th a f c a tr h to ce to ee r s l r O a s a s C m a t m th f oa n o rce n g to e g th r O th se C a e n m fn ia n o ic n e n to .e g I .r n th I sin s th a e th g m e n i v o e ia n e n p ae n g p p . t p l th Io in l e i ie s t d e th h d g n c e e i ia c v n ls a a a e e e p s s n .,e t p I i ,tn th t lo ii t w e th r td w e h a e e e s c a a a O s lfa p s o fC e s u p o t , u l n fi th ia t n e dc d w d r to th e c a th er a a s s O t s a f e a t o C ,m u i f t n o aw d n c to g a th sth r a s ft o e a u m nn io n dn e th .g I a th nt th e n ei a np e.p Iln ie d th c ea a sp e,p ilt ie w da c sa fso eu , n it d w th as a t f ound that with organizational strategy. This indicates tw ha ith t th oo rs ge a n th iz ra ee ti o en lea m l s etr nts ate ag ry ew .v T ie th h ry i s o ii r m n gd a pn io cir a z ta te an ti st o t n ha alt s th tro as te e g th y.r e Te h e is l eim nd ein cts ate asr e th v ae t rth y i o m se p th orr ta ee n te lements are very important  Medium Relation  Medium Relation  Ta Me ble d 1 iu 0 .m Th Ta Me R e b e le B ld P a 1 i R tu 0 i o .a m Th n n d R e OC e B lP a R t rie o a la n ntd io OC nsh irp e lm at Ta a io tr n b is x le h . i1 p0 m . Th atr ei x B.P R and OC relationship matrix. respect for peo hp ib le ite , o d u itc h T no i h T b T m ei a h te r m b e e e l d s o e e m p d r i1 i n e e ie h 0 u d c n T .it m i b h T ta u a fii h o b m te b ti ce r lo io e d te c p m r n 1 o ri e d ,e 0 n e r o a l r d . ia p T e n n iti l lu a d e a T o b m , ti a i n lo n o e b c u in n ls 1 o e tc o 0 r ig v s 1 r .o i e 0 a v g m h l.ti e ia i v e n o ti b e n i o o to n te r n a i to d t e rih e T s n it e n ta h g h h h f e iie T ti o i v g b m a l f o e h l io b n o n te le ly l w ,ld e to d o a c ii T w 1 u n n i o t0 n h m h d r g i. n e r T e T e th i g c h m n a f lr o a o e b r th n e e r te e l l s o m l r d e e r p o e v d e i e w 1 e l e u a e a d O c 0 lti m e i ti e t .in m C o u l o f g e c n o m n e m o f r th a n a r i e c s p c r r ts r o n to e e e g e r l ts o a e i h a r r v n p s e ti ie a e g d l ll o n e a n e h n ,th ti d m lto o y o ie th e s u n c t n w tc g h e o its is e r o e v w r a g m a f e e e o k i n n lv a e a l d c lk e to te o o o n th w c r r d to i r to h e e ie r O n n e l r w t g a e C ta h fti e l o th e a ti a o f l ti a lf k o n r o o c o e n w c to le n ,lo o i a r e r n w s n l rg e e d im ln th a ig e ti n r n o th n ets e n o r v e e al a e n e ti d m eo l e th e nm n e a ts e r w n e a ts e n h a d ia k g n th h cd l o y e r th r w ce e o e l r a w a r ti k e e o la c a n o k te r c d ro e r O la re C tilo a fn ti a c oto n rs  Strong Relation  Strong R e Slta rt oin og n Relation TT o os c um o sum rre m lm a ati r aio r z c in e z o c e r s th o r ith g e re T l n r a e e o r ti ile r s a s o s e ti um g ul n so iul v c ts s n o e im ts g r n s cn r i a o c g e to r l o T il n ils a z l e o t lti ie g c e h ss te o i c e th v um g te n d th e i e v d n s fr e im r r g e to f n e o r n e a s m o to r ul tO i m i h s z ts th C t e c e g h th o th iif e c th v s r a i o T r r th e s c w e l e e o n to l w l e r e r o a s e to c r e O r o ti um e s te s k r o ul C tw O k ,d h n ,th m ts C f e i f s th a th r e th i a c f c o g a r e to o th r m n r i c T e z le r r to le s i o e e e e s s th ul c s c r h w O th o s ul g s te ii um ts r i s g C iw e r v ts d th h e w o e r f i l e m f n th f o a e a o th r s c s f ti th o t r a to ul to th e k th m o c ri i ,o n r ts s h t z e ih s th r th s ie m s r g h e c w ie m e th h i g o io th l s g ia n e lr d o th l e h w e s ti r e d e it e s e c r s o lo e th ul s e c e te n g l t a r o s O e k ts i d r c a ul r w v e ,o r r h C e f e e ts i o th r e ir t n l r g f f h o x a e e a e c h to - th m x ti l c t o a e r - h o to l i e s ti t le th n s t e s h r o ul B c c m s e w i n te o s P w th ts o ir w R w d tr d i h r e th i .o o e e t f lt f h r l a e r h o th k th ti a t e O m ,h r o e iB e C th e n s th h P e B m e f w i R x a g i P r s - o c i .h R t e to d h w e s .e ul s r t o l t s h r ts c a e w k o r ,B e o r i th th r P fe e R th x e lth a - . r i ti s e eo s m h n ul i g o w ts d hi e e to h s lf t a tth c h ro e e ir s e r B e x m P l -a R oti d . o en l a w re it h e x t- he BPR. OC Factors Tab is l e g i K ve ey n to the last i sth gr iv ee e n O T t a C o b f t la h ec eK to le a ry s st a th mro en e g O th T Ca e fb a nl cie to n K er.s e I y a nm th oe n a gp th pl ei e n d in ce a.s I en , ith t is w e g a a is v p e p fo n li u e tn o dd tc h th ae s a e la t , s it t w tha rs e e f o O uC nd fa th cto atr s among the nine. In the applied case, it was found that          Organization Strategy 11.17 in d s ium tren -w gith n e a i d e s n k i tr n um ) s ie tr n b n e g e - g tw w n t th h g ee e e th a ie n n k fn e i i h ) s r n n i e tr s b g b il t n e e e ic t tw te g n m h o g d t e n e e h th d n s f e ie i tr n its n e r um h f s n uc T ii e o t r b il a n s f c e t i - b t te o g w B m o lc n P e d f t e o e s h R a B 1 n n tr ie k 0 n P ts s o uc ) .tr f R n T ib o r uc . t a o s e f b o t tw n B t l f d c e P e o o B i e R s f um 1 n e P iB 0 d s n o R .tr P e n - e . R w uc a lo e .n e n m t d a i d e n o k e i O s f um n ) s i i B C tr d n ts bP e e h e - s fo tw R w n a i tr a b fc g .n e e i B to e th te d n a P e d k r g d n O e R s i) th n um C e io b o i n l e n n e n e f n tw T g - a m th o w i c a n tn e to b e e h e g n e e la e o r e ts n ts k s th h fi 1 ) ie d o o e r 0 e b ln s e fe .f r e t i B m .a th tw r c T P n so e t e h d R n n e c e o e ts s O o o th n tr sn n C tr o uc e e so f o l tr r f e n B a .n t uc m e c T P g o to h R s f e t ie n r B d o o s ts s P f e n tr o R B a o o n o .P n fn n th d R B e g .P e O s R io C d th o e fn a e a c r n o.to d n T e rO h s s e C o i d s n f tr e a th o a cn to n ed g o r s th O o C e n r f .th a T c e h to e or th s str e oo r n .n T th gh ee o sth tro er n.g T he strong with orgw T ah n ith i is z a r o ti ers o g ul n a w a n te li iw T th z d sh a tr i th i iti o n s ao r te r o g a n er g a a s m g n y ul l a .i o T s z n te tr T d h a ih z e d a iti s l a i te o s iti r th n n g e io n a y s a a n ul l d .t a w T m s T ic te l c tr h a h i a o s th d a n iite tr d s s te e a i a s r i o n g l i te e n r d t y s th d h g a g ul . p a i a y w a m c T t n r te .a t h a i th i o te T th c z d c id a s h a ti o s e i n ti i ti i s o n t s ln e o h r o a T th d ig a n a n i th n h d i a a t e a m c d i n r lr th a t s p i e i s o s c te c z e r r tr a o d a ia a e s n te s e e a n c ti s e l t l ti te ul s e f o h a i th th ti m n n g t a i T te h d o a t y d r a h e d a n l e th .t i n p i t n e e s s T c ts ir tr r th o g n a h a e r s s e a n l c a ith o a e e i s s ti te r n s m ul a e th m e ti ie g i n f e d o v te c y i o r th d n n n o e e .d d p i ts d r e e r r c T e r y e r r a ii h a e le n s e a n te i l c l i th g r m e a i s e ti s a e n m ti l a th ti i p e tv n m o t f h e m o o ie d e n n c n a n o r r e i a ta t ts c d e y d c (n n o s r th a ie n ts i n tr s r a te l m a t r o g r o i i th e s e a n s d p n l th r e a t v a o g e f h p ti t i th e r e -n a r v ta m o r c a t c d y r e n a c n o e e th r in ti i n e y - r t (m r s ti o g a e e i tr s o p i m llth d e e o a n o m p ti n e th r e p o ta r g o e r c s r r n - a n n o e ta m i c ts e r t n (ti n r s e e e ti tr - t a fl l ir o e o a n e m n ti n d e v g o ie r n e n -n s m r g ts y ( i s e n th i tr - a m f e r o ie n p n c d v o o gi r e r -n r ta m re g yn le a i th - tm ti e o p n c o o r (r s ta r tr e n o lta n ti go -m n e (s -trong-me- To summTa ari b z le e 1 th 0.e Ta Th rTa e b e s le ul b B le P 1ts 0 O R .1 c C a Th 0o n . Th F l d Ta e la e B OC c c e b P t te le B o R P d r r 1 a e s R 0 T l n f a r .a d o to Th n i o m OC s d n um e OC s th B h rP ie m i p R ls r a e a m t w a lir a o n Ta a io tz n t d ir r o e s b ik OC n h x le th ,.s i p h th O 1 e ir m 0 p e e C r . l a e m a Th r ts F te ra iul ia s o e t xul r c n .ts B i ts x o ts P h .O c r R i o s p Ta o C a l f m ln e b F th d a c le a t te i OC r c s 1 itd x o 0 m . . r f rTh s r o eT o ld a o m ee t iB ls o th um P n aR r sie h s a m i e p n w x d a m o -r OC r iaz k te r , i x r th th e . le e a t r iro e en s sul s ul hts its p o m cf o a lth tlr eiic x ste . m do fd ro em l a r th e ie sx w - ork, the results of this model are ex-  Medium Relation re rs ep sp ec et ct fo fr o r r e p s p ep o ee p oc p lt el,f e o o ,r r e u o s p u tc p e tc o e oo m c p t m le f e o e ,o ro r o i p u r eie tc n eo n ta o p ta m ti le ti o e , n o o o n ,u ra ,itc e n an o n dta m d i n ti e in n o o n o n rv o ,i e v a an ti n ata ti d o rn o e ti is n n o a p n n r a ee o ,r c e v a t h n a f h io g ti d ir g h r o i e h ln p n y sl e n p y a c o o e ro c p e v cr o l t a r h e rf e ti ,r io lg e o o a rlh n u te a p l te tc y a d e r o d o c e O m p o O h C l re e r i C ,g e f o l o a h f r a c u a l ite y e to c tc n to d c r o ta o s r m O r s ti r C e o e n lo f a,a rte i c a e to d n nd ta r O s i ti C no n fn o a,v c a to an ti rd o s n in a nro ev h aiti go hn ly a c ro e rh re ig la hte lyd c O orC re fla ac te to dr s O C factors in strengthening the first construct of BPR. in strengthening the first con in str suc tret no gfth Be Pn R i.n g the first construct of BPR.  Weakrelation with o rg a We niz aa k ti ro en la atli o sn tr i a s te ig sig v w g y e ii .v n th T e tn h o o i tr s to ig h s i a t e n g h n d We l ie a i v iz c s e la a a tn a ti s te th k t t o s o r r th n e e tt a l h e r h a le We a e O ts e t i tr l o C O a th a n a s C k f te o t a r s th g c f e e a to y l rc a th .e r to te T s i r o r h e O a s n e i im s s C a e o g m i lf n e n ia v o d m g ce n ito c e n th g a n r t te e th s ts o i s a n s e ta g m ih t in n r i h s e e v o e i a w g n e n l .v t a ie n I g i v e s th n .th t r e tth I y o th n o n th o e s t it e th r r e h m o n g e a e th e e i a p t p n h l n a o O a r p e e i p r e s .z l C ta t e l i p I a a e n th ln ti e f d s i a l e t t o th r e c c d th e n m to a e e a c s r e r a l a e O e s n p ,s s e C e ts tr a i p t O ,m l a f w ii a C a te t e o rc a d w e n g f to s a g y c a v f c r a s .e o th s to s T r u fe a y o e r h n ,m s u ii n d i s m t n a o i m th w n i d n p n e g a o o a th d . s t n r i th I a c ta n g fa t o e n th te th u n tn s e e i n d ta n h e p th i.a n p It a e n lth t i . e th Id o ne s c th ea a p th s ee p a ,r lp e iit e e pd w le i l e c a e d a sm s f c e o e a ,u n s ie t ts n,w d ia t a th rw s e a fa v t o s e u r fn y od u i m n th d p a o th t ra ta t nt Table 10. The BPR and OC relat Ta ion bs le h i1 p0 m . Th Ta atr e b i x le B.P 1 R 0 .a Th nde OC BP R re a la ntd io OC nsh irp e lm ata io tr nis xh . ip matrix.  Medih uh im b ib i te R ite d el d a i T n t ii n h T o e T n a m b a b le eld e 1 ih T 0 1 u.0 i h m b T .e ih te c m e o Me d e m r r d ie n e i d lu d a i T m iu ti h T u a m o i h b m b c n e lo iMe e R te c m r i s 1 o r e d e 0 e r l g d a l r d .iia i e n t v iu ti i lu e o a T m o m n ti n a n o to b R c in ls o e e t r i l g h h s 1 a ri e e 0 t i v g b T i l.f e i o a io v h n te ti n le e lo to d n o m n w to i tn e ih is d n t e T g i h g u a f ih e o v b th m il f e b llo e r n o ic e lte w 1 o lto e o 0 r d iw e r . n T te lih g e in h ln a m e e th g T ti fe m a o o r th n b e l n e lts e l r o d e ie s w e i a e 1 u lg n e i0 e m n id m .lv g e e th e c m th n o ne e r ts to r n rw e e ts a e t le n a h e a a ti d e lk n e o f th d m c o no l e th e i lrs o n r w e w e g ts e lw ia i v a a n ti e k e n g a o n d c k n th o to th c r ro r e t e e r h e l r w e a e e ti e l lfa e o a o m ti lk n lo o e c n w n o ts rir n e a g ln a th d ti o rth e ne e e w leem ak e n cts or a re nld ati th oe n weak correlation respect for people r,e o sp ue tc co t m foe r o pr eio ep nl ta e,ti o ou ntc , a on m de i n on rio ev na ta titi oo nn a , r aen h di g in hn ly o v ca oti rr o en lra e a te s rp e de h O cit g C fh o f lra y p c c to e o o r rp s r e le la , te ou dtc O oC m f ea o cto rie rn s tation, and innovation are highly correlated OC factors  Strong Relation  Strong Relation  Strong Relation     Ta bl e KeT c yo a rb rT l e e o la K s tium e oc y n o m r sT r ig e a o T l n r a s io z ti i um s e s o um g n th m i v s ee i a m g n r r T n e i a z to o s r ie ul i s z s tth um c e g ts h T o ie e th v r a c r th e m b r o e e n e l l lr a l s e r a e e to r ul e ti c e K isz te o ts ul tO e e h n d y ts C e c th s o f th if r c e g la o lo n r e c r m le c e to lic e e te s s o c r th ul O g d r s te r ii ts C w v e s d fr l e f i a w c o f n th a o ti r m c o o lto o to lr th m c e n th k o c r t e , r s h s te i th r th i s h e w g e d i i T w l n e th s g i a o f th h o ti r i r w r s T o e e r s e o o th s k um o m s g e n ul c t r , i O o s e k v c s th th um ts r ,e i o m h C g rn e th r ii e n o a r s g flto r m e f a r e a h i w e l i c s ti th a z e s a rto to ul e o s ti e g r h it r s i n ir s o e z th k v ts ul c s n e m s ,th e o w e i ts n o th r w th g o r r r f i n e to e d th i o e e e t th e l s f e h ia r r s ul t l O th i th e ti e h t s g a s h s ts o C e e i ul i r m ul e n s v e th h f c e ts B o ts m a w e o in r g d c P x le o i o to c l h e R to - te e d f o h l e c .r O l e th s a s te t l tl t e h h r C w id c c e a e e s te o r f ie th B f e m th a rr d x r c P o e r - e o to th R e f m x ld r a e - .r o e e ti s O th m l o h w a C i n i s r g th i e th f w h w a ie e s c io th t s x to h w t r -e k c r t o s ,o h h r th r e w k ir g ,B e e i h th th l P a e rR e s ti e th t s .o r ul cn e e o s ts h r w ul r i e g i o ts tlh f h a e th ti o tsh f o t i e n s th c o B m w ir s P r o i R t e m d h l.a e o tti ld h a o e er n lB e a w P e rR x e it - .h e x t- he BPR. Leadership 11.21 in strengi d th n i um e str nie -n w n g g e t th a ih n k e e i d ) s n n f i tr b um i is r n e e tr s tw g n t e - g c tw n e h th o g e e e n n e th a d s fn k i tr e ie r um i) ln s n uc e b t g im n e c t -t tw o g w e o h n n f t e ee ts s h a i d B tr f e n e k ii P n o r um uc ) s fR s f ie tr b t r B .t ls e c e e - P o t tw o w n m R f c n g e o e B e s th o a in n tr e P n n k ts s n e R uc ) tr s o n e .tr b o n i uc t ln e f e e e o tw g B n m t s f d g P o i te B i d e h th R f um n e P e e B ts n e o R a f P n n i - e .n o r R w i ln d o s fe . t e n g B m O a c e P d to k e C h R s i n n )i um e f d ts s b o a tr fe e n i c o tw r uc - to a o s w fn t n B r t e e d c s e P e o a o o n O R s k fn n i ) B C e d s o b l tr th P e n e f e R uc a m a e tw o c .n n o e to t d n e th e o r e ts O s f s e n i B C r d o o e .P n e f l T f e R B a a th h m c .P n e to e d R e s n o r tr O o s th ts n o C o n e o o n r f g fn a . th B e c TP to e h s R ie o r d s th s o e tr o n e a n o r n o .n th d n T g e e O h s e o C i d th s f tr ea e o a c rn .to n T d g rh s O e o C s ntr fth a oc n eto g o r th s e or n . T th h ee o sth tro er n.g T he strong hibited in Table 10. hibited in Table 10. hibited in Table 10.  Weakrelation To summw aw riith z ith e o th O r og r C eg a r n a F w e n ia s z i ic ul a th ztti a o ts ti o r o s o n r c g n a oa l a lw ln l s e tr i is c th z tr te a a te a ti d o te o r g fg n g y ra o a y . n m lT . is T h z tr th h a is a O ti i is te is o n C T in g w n d o a F y d i o l c a s .i r a um s c c T k te tr a th o ,te a s ir th m s te s s t h i e a g tn h a ry r d it a e z .i t th s e c T ul th a h th o te ts is o O s e s e s w i o e C r tth n h f e ith d th s F a r th i ul e t a r c e i e c th a o ts s t e te r e o m o g le c r s e s a l o s o m e e t n T w ld h m lith o e e z e a i th n c e a l t s rte n ts ti um e a th ts o e d r o a e o r n e r g a m f s a l e e r r a e e l o x a e n m v - th m s ri v e tr iz e z r r e a n a th y e e rti te ts e y th i io m s g e ia n m e ly w r p e a .e r m p l o o T e v r o s r s e h ta tr k e r ul n i ta r ,a s n ts y ts th te n ti n i t a g e m c d r o y e r i p l .e c lv o T a e sul e r c te h ta r te is y ts sn d t i ith o m n ff a r d p o t th im o c th a i rs ta te o th m sn se i t s o t th h d w a e rt o e l r th e a k r e o ,e ls th ee e m x eth - ern r ee ts se ul a e ts r le e o m v fe eth r n y ts i s i m a m rp e oo d v re e ta lr n y a t ri e m ep xo -rtant Table 10.Ta Th b ele B P 10 R. a Th Ta nd Ta e b le B OC b P le 1 R 0 r .1 a e Th 0 l n a .d tTh i e o OC B n eP s B h R rP ie p a R la n m ta d io n Ta a OC n t d rs b iOC h x le .ir p e 1 lr m a 0 et .l a ia Th o Ta ttr n iio s e x b n h .le B s ip P h 1 R im 0 p .a a m Th n tr d a ie t x OC r .B i x P . R re a la ntd io OC nsh irp e lm ata io tr nis xh . ip matrix. res rp es ep ce t c ft or fo r p r ee s p o p e p e o lc e p t ,l f e o o ,u ro tc p uo e tc m oo p e m l e o e , r o o ie u rn itc e ta n oti ta m ro e ti e n so p ,o n a e r,i c n e a t d n n f ta o i d r n r e ti n is p n o r o p e n e n v e o s o ,c a p p v a t ti e ln a f e o c o ti d ,n t r o o f ia n p u o nr r e tc n e a o o p r o h p e v e m il o a g h ee ti p ,h i g o l o l o e y h n u r , l i tc c o y e ao n u r o c r e ta tc m o r e h r o ti e l r im a o g e o te n lh e r a,l i d te y e o a n r O d n c ita d o e C O n r ti i r C ta f n o e an n lti c f a o ,a to o te v c a n r to d n a ,s ti d a r O o s n i C n n d n a f io a n re v c n to a h oti v irg o s a h n til o y an rc e o a h r rr e ig e h lh a ilg te yh d c ly o O rc r C o e r lf a ra e te c lto a dte r O s d C O fC ac f to ac rs to rs BPR Factors in strengthening the first co in n s str truc ent go th f e B n P in Rg . the first construct of BPR. in strengthening the first construct of BPR. BPR Factors BPR FactB or P sR Factors Table Ke Ty a T ba lb e lK e e K ye T ya  bl We e Ka ek y relationT i sa g bilv ee K n e to iy s tig h s i e v g e We l ia v n T s e t t a n a o th b k tt l o ir r h e s e e t e g l K e h a We l ie O e a t vi y s e lo C a t n a n s th k ft ta o r r th c e e to tl e r h a e r e O te s i l o C O a an m s C ft a i o th s c fn a to g r g ce ir to v e th se r O a n e sm C a n to o m if n n a to e h g cn .to e th I g n lr a e th s th s ia n te s e m i th g n n a o ie i rv p n e n . e p e e I g n n . l O ith I e t th n C o d e e th t c fn h a a a e ie c p s n to a e l p e a p ,. lr s ii p I s t e tn l d w a th i e th m c a d ra s e o e c s e n fa a e o g O p ,su e ip th C t n , lw d i ie f t ea a d th w n cs ito c a a n fa s t o e r s s .u fe o In a ,n u m d i t n th o th w dn e a a th g a s t p a th ft p o e u li n e nd d in c th ea . s a Ie n t , th it e w a ap s p fo liu ed n d c a th se a,t i t was found that with organizationw ali th str o ar te gg an y.i z T ah tiio s n in a Ta l d s i b c tr le aa te 1 te 0 sg . tTh y Ta h.a e T b t le h B th P i s 1 o R 0 i s .n a e Th n d th d ic e r OC a B ete e P s R r e e l ta le h a n m a td it o e OC n th nsts h o i s rp a e er l m a e th t Ta w a iv o r tie e r n b th ir e s x le y h .e o i1 i l p r m e 0g m m . a p Th a e n o tn ir r e z ta i ts x B a. n ti P aR t o r e n a a n vld e s r OC tr y a im te re g p la y o t.r i o ta T n h n sih ts i p in m da ic tr aite x. s that those three elements are very important  Medium Relath io ib n i ted ih ni T b hi a ite b b Me il d te e i d d 1 n 0 i iu T .n h m a T ib b a lR ie b te e l1 e l d 0 a 1 .t i 0 i no .  T na Me ble d 1i 0u . m Relation hibh ite ibd ite in d T in a b Tla eb 1 l0 e. 10. The mediT uh m e c m oe rr deilu am tio c n o r is r e g T lia v h ti e eo n m n to e is d t g i h u ie v m f eo n c l o lto o rT w r te h h iln e a e g ti m f o o th e l n ld r o ie iT s w u e h g m ie n e ilv g e c m e m o th n e re r d to rn e e ilu ts e a T tm h ti h e a e l o e n e c n fd m m o o r ilth e s e l ro n d e g e w lts iia u v w i ti m a n ee o n n g a n d c k to th o i th s r c r t r o g e h e e r e i e lr v w a e e f e ti e l l o n a e o a l m ti ln k to o o e w i c n s t n o h i g ts r n e r ig v e a f l o e th n an ld ti lr o to o e th w e n t e i e h n lw e g e m e fth o ae lk rl n e o c ts e w o e r a il r n n e e g d m la th th e tin o rets e n w e a e e n la e d k m th ce o e n r ts r w e e l aa a n ti k d o c th n o r er e w la eti ak o n c orrelation       St rong R e Slta rt oi n og n Rela ti on   Strong Relation Transfer Experience 10.47 To s cum orre m T la a oti r s io z um n e c s th o im g re T n r a e o r r T ile i s a z s o s ti um e g ul s o ith v um c ts n o e m e r n s c r i a m r o g e to r e ll n i a l s a z e r ul tti ie c i h s z te o ts e th c e g n d o th ic e th v r s o fr r e ir r e g l e e n e o lT l n e e s r a m to o c ul e O ti ite s s s o ts th ul C tum g d h n ii ts f e c v s f s a o r th e im c w c o g ln to lo T m n r e a o le to o c r r lr i c e e i s te s th k z o s c tw O ,um e g d r h te ir th i s C e ith v e d f th r w l e th e m f a o e f n a o th ti r r m r a c r o e r e to o r e to e s k m e in s th ul c z , r h ul t O o e s h s th i th i ts r i s g ts C e w th g r e h i e w n o th s f ic e l e r th f a a o o i w e s r c r s ti th t l r s e e to lo th k ul o g e c e s ir ,o n i c r s ul O e k v ts s te th r m s ,e r ts h C w id e n o e th g io lg f f ic a n to r f d th a e h o r th e ti c e i o e l s r s o to t l lth i m ul e s e h n s g t a s c r e e ts ul i r c m s te w th v e th o h w e ts d o i o r i e it n r r s g d f i h x e f e th o h e to r w - th e lt fo l a e h O o th i th m s ti a t e s t r h r o C e k iB c e m e th n s ,o h P f e th o m a th r w ii R x r s g d cr - e o i .e to h e e w tld h l a e e r r o e e s ti a s t O l t r s h r o w k ul c e a C e n ,o r i e ts B e th th f r w x a r P e - e c i o e th R t x to l f h a r - .e th e ti r t s s h o h i ul e w n s ig ts B m i w h th P e o i o R t s d f th h t .e th c t e lo h ia h r e sr r i B e g e m l h P a e o e R x ti d s - .o t e n lc o a w r rr e it e h e la x tti - ho en B w PR it.h the BPR. Table Key Table KeT ya ble Key hibited in Tablie n i n 1 s 0 tr s.tr en en gg th th ie nn e s n itr n in g eg n t h g th e th in e fe is f r n itr s r it n s et c g n o c g to n h th n se tr s e h tr fn uc iir b i uc n st it te g t o c d f o to h f B n i e B n P s tr f P R T ir R uc .a s .b t t lce o o f1 n B 0 s.tr P R uc . t in o fs B trP h eR n ib g . ith te in d e n s ii n tr n e T gn a tg b hth le e e f1 in r 0s i.n t g co tn hs etr fi uc rst t o co f n Bs P tr R uc . t of BPR. BPR Factors Appl. Syst. Innov. 2022, 5, 66 wiw th ith or o gr ag na iw z na i ith z tia o ti o no ra g n l a a sn ltr isz a tr a te a ti g te o y n g . a y T l. h s T itr s h a iis te n w d ig n ii y c d th .a i c te T a o h s te ri g t ss h a w it a n n h t i id th z a w th ia t c iti th a o o th o te s ro g e n o s s a a th r e t n lg h ir th s a z a e tr n a t e ra i ti e th z e te e o a l o e n g ti es m a ly o e e l.n e m th s T n a tr e h lts r n a i e s s te ts tr e a i r a g e n e a te ly d r e v .e g m i e c T y v a r e h .y e te n iT r s ts is y h m i t i n i13 a h s p m d r a o ie of i p n t r c v o d ta th a 16 e r te in c ta o ra s y tsn te e tith m s th a t p t r h o e th a e rt ta o e th s ln e eo t m th se er n th ets er e e al e r e e m e lv e ee m n rts y e n ia m ts re p a v o re e rta rv yn e i r tm y p im or p ta on rta t nt To summTa aTa ri b z b le ele 1 th 0 1.e 0 Th . rTh ee s e ul B B P ts O R P R c C a T Ta o n a o F l d n b la s e d le OC um c c OC t te 1 o 0 O d r r m . e s rC Th lf e a a r lr to a F Ta i e it o m z a iB n o e c b P s n t th le th h o R si h r i p 1 e a s s i0 p n m r w . d e m Th a s o OC ta ul r re tik r x ts B i ,.x r P e th .c R la o Ta e ta l ilo n re b e n d c le s s te ul OC h 1 d i0 p ts O . f r m Th r e o C o la fa m e tF t Ta th r iB ia o x th i P c n b .s t R s le i o h m s a r i 1 s p n w o 0 T d d m .o o Th e OC r a ls k t um r e a , i r x r th B e e .P l m e a e R tx a r ia o - e rn n s iz d ul se h OC ts ith p o m e rf e a rlth e ta rs tiiiul x s o. n ts m sh o c id o pl e m lle a c at te rre id x e . f xr-om this work, the results of this model are ex- Organization Strategy 11.17          in strengthenO in rg g a tin h ni e z s f a tr iti r r es e o n t s n g p c th o S en tr ce t sn a tr fte io n uc rr g e g s r y p t p e t e o h s e o f p e c p B e t flc iP f e r t o ,R s O r f t o .o r r p c u r g e o e tc 1 s p a n o p 1 o n e s p .e m o i tr 1 lz c e p 7 uc t a e , lO ti f e o o o t ,o r u r r o g o n i tc e f p a u S n o n B e tc tr ta m o iP z o a p R ti a e m te lti o .e o e g n ,o r r y e o ,n o i e s u a rS p n i n tc e tr e ta d n o c a ti ta t m ite n o fti o e n g no r y o ,o n v p a r 1 i,i n a e n 1 e a ti o d .n n s 1 p o  ta tr i 7 d n ln e r e ti n i e ,a n n o s o o r g n p n e v u th 1 o ,e a tc h 1 v c a ti e .it o n a 1 g n o  f ti m 7 d h i n o n o l r e iy g a n n p r o n c te a e r h o o r i o h e r e e v  p r i n a fg e h li ta ti e l r h ia ,g s o ti l te t o y h n o c u ld c n y o a  tc o , r n O c r e o a s o r C m n tr e h r d l r i uc  f e a g e a te ilh o c n t ato r ld te n o y i e f o r O d c n s v B o C ta O a P rti r R ti C fe o a o . l n c f a n a to te ,a c a r r to d s e n r O d h s i C ig n h  f n a lo y c v to ca o r ti r so r e nl  a ate r ed h O ig C h lf  y a c cto orr rse  la ted O C factors  Strong R  S et l S ra o ttr n io o g n n R g  e R l a e St lti a ro t on in B o g n P R R e F la ac ti to on r s Strong Re lati oB n P S R tr o Fn ag ct B o Rr P e sl R a tF io ac nt ors Table Ke Ty a bl e K We eT ya a T k ba rle b el la K et i e K o yn e y is given T t a o ib s t l g h We ei e v K e la e a n T k y s t t a r o e th b lt la r h et e e iK e o l n O e ay s C t i th s fa g rc e We ito v ee r O n s a C k a to m r f e a to lh c a n to e tg i lo r a th s n is s a t e g m th n iv o i rn e e ne e n g. O tth Io in s C e tth g h fn ia e v e ic n e lto a a e n p s .r t t p I s o n th lia is t e th m r h d g e e o e i e c v n l a a O a eg p s s n C e t p th ,t th lo fiie a t e r t c d w n e h to e ie c a n r a O s le s a s. fC e s a o It ,m n u fi th a t n o th c w d r n to e e g a th e r a s th s O p a fa t p o e C m u ln if n e o i a d n d n c e to g c th .a th r Is a n se t e a ,th m n it e io w n a n ep a .g s p I th n f li o e th e u d n n e c d i a a n p s th ee .p ,a I ln i t it e d th w c a ea s a sfp e o,p u ilt n ie w d d a th c sa a fs t o e u , n it d w th as a t f ound that Table 1 0. Me Thed B iP u R m a Me n Rd e l OC d aitu i o r m e n l a R tie oln asth io ip n Ta m a btle rix 1 . 0 . Th Me e Bd Pi R u a m n d R OC ela t rieo la n t ionship m Ta atr b ix le . 10. The BPR and OC relationship matrix.      hibited i h T ni h T bei a te m bl d e e d i1 n ih 0 u T .im b h T aii h b te b c e lo ie d te m r 1 ri d e 0 n e ld . ia T n iti T u a T o h b m a n e le b c m i ls 1 o e 0 e r g 1 r d .i e 0 v ih T lu .e a i h m n ti be io to te c m n o d te r ih s r d i e e n g ih lu f ia T o i v m ti b a lel io b n o te c n l w o e to d r i i T s 1 r n it e 0 n h g h g l. e ia e T v th ti m a f eo o b r n e e l n l ld e to e o i i s w 1 e u T t 0 lg m h e ih .n i m e v e g c f e e m o o th n n r l e l r ts to r o d e e w l i a e a t u n h i ti e m n d e l o g e n f th c m o th o ile e s r lr o n rw g e e w ts e ile v a i e a a n e ti lk n n g e o d m c n to th o th e ir r s t n r e h e e g ts e e lw i a v e a fti e l o e n e a o n ld m lk n o to th e w cn o t e its r h n r w e g e a e lfth n a o ad ti lk rl o e o th c e n w o e e ri l r n w e e g m e la a th e ti k n o r c ts e n o e r a e r n lee d lm a th ti eo e nn ts w e aa nk d c th or er e w la eti ak o n c orrelation End-Use Satisfaction 10.04  Strong Relation  Strong R e Slta rt oin og n Relation OC Facto O rC O sT C F T oa o F s c um a s to um cr to s m O r m s a C T r aio r z F i e z a s um e cth t th oer m e s rT e a ro s r eul i sz sul um e ts ts th c O m o c eC l o a lrl e r e lF c e isz a te c ul e c te d t ts th o d f r r c e s fo o r r m o le lm e s c th ul te th O i ts s d C i s w c f F o r w o o l alr o m c e k r tco k , te th r ,th s d th iT e s o f er r w o e s ro s um m eul r sk ul th ts ,m ts th io a s T f o r ew o i fth z r o s th e eum ir s s th k i ul sm , e ts m m th o r a d o o e er d s f e i r ul l z e th e e la s ts i ul r a th s e r c ts e m e e o x e lo r o l- x e e d f- s ce th ul te l id a ts sr f e m c r o o e o lm x l d e -e cth lte a id s re w f r eo o xm r -k ,th th is e w reo sr ul k,ts th oe f r th es is ul m tso o dfe th l air se m ex o- del are ex- Table KeT ya ble Key Table Key Organization Strategy 11.17      in is ntr  se tr n e gn th ge th in ne i s n n tr g i n e tg n h g t eh th  fe ie r fs n it r in s ct o gc n  to s h n tr es uc tr fir uc t so t t f i cn o o B fn s P B tr sR tr P e .R uc ng . t th in oe fs n iB tr n iP n e sR g n tr g .t e h th ne g e th fn ir ie n sn t gic n to h g n e s t h tr fie r uc sft it r cs o o t fn c B s o tr P nR uc str . t uc oft B oP f R B.P R. hibited in Table 10. hibited in Table 10. hibited in Table 10. Leadership 11.21   To s umm Ta a ri b z le e 1 th 0.e T Ta w  Th o riTa e b th e s s le um ul b B o le P 1ts r0 O R g m .1 a c C a Th 0 w a o n n . r Th F l i i d Ta w e il th z z a e B OC a ie c c e b th ti P o t te le B th o R o r P d r o r g n 1 e a e s R r a a 0 l n f g a r n r .l a d e a to Th i n w s i  s z n o m OC tr d ul a n i ie th z a ti OC s ts th B a te h o r ti P i o e n i g p c R ls o r r a a o y e g m n t w l a l .li a l a a o n s a T e o n tln tr t d c i h r r i o s s te i z a k OC i n tr h x s a te ,d .s i a ti p h i th g O te n f o ir m y p r d e e n C g o .la i m a a y r w m c T tF tl e r .a a i h ia i s o s te T t x th th ul i r c n tr .s h i t s s x a i o ts i h i o s .t O s te n r i h r s p w Ta d i o g C g a n  f i a m t o y c d b F n Ta th r th .a a i le a i k c te T tz i r c a o b , s h a 1 it s te s x le th o 0 ti i m e .t s . r s o h e 1 Th s th o in 0 t a T w n r d h .a t r o e d e Th e a il e th s th i B l t s e ul s c um P e a tr th a o e o ts R r te s B a le o r e e P te a s g m  s o m e R n th a e g t fx d a h e n a y - r th th r n a i n OC e .iz t z ts d e r i T a s e e th ti h e OC e a  m rth li o o e r e s e e l n o s m e a li r e e d a t v n e i e r m le l o th e d e n a s l n r s e i t ts tr y r c i s a ul n o e h a r a ts n ie a te i e ts m te p s r e h e s e a g p m c l x i r e t o y p v o e - a h m l . e r t m la v ta r T e r e i t y e a c x h n n th t r te .i r ts i y ts m i d o x i ia . s p m n f r e r o d e p o th r iv m o c ta a r e rn e ta te rth e y t n s ie it s t m l  h e w a m p  t o o e r th r n k ta ts o , n s th e t a e rth e r  v r ee s e e ul r y e ts lie m o m f p e  th o nr ts ita s n a m r t e o  d v e elr y a rie m e p xo -rtant  Mediu m  Me R Me ed la id u tii m o u n m R e Me R la et ld i ao itu n io m n Re L le aa tid oe n r Me ship d ium Rela ti o Me n d 11 iL u .2 e m 1 a d R ee rl sa htL iip o e a nd ership 11.21 11.21 Orr ge asn pie zc at tifo o r n r e s S pp tr ee o a c p te t lf e g o ,y ro p ue tc oo p m lO ee ,r r g e o o1 s a u rp 1 n itc e .e i1 n z o c7 ta t a m O ti fti o e o ro r g n o n p a rS ,n i e e tr a o in z n a p ta a d te r lti e e ti i g ,o s n o y p o n n n u e o S ,c tc tr v a t o n a f ao ti m d te rr o e  e i g s n p n y p o e n a e r o 1 o r i c p 1 e e v t .n l a 1 f h e ta o ti 7 ,i r g r o o ti e h n p u o sl e tc p n y a o 1 ,e r o c p 1 e c a m o .l t n 1 h e r  f e 7 d ,r io g e o o r ilh u n r a p l ite tc n y e eo n o d o c v  ta m p o O a l r ti e ti e r C o ,e o o n l o n f r au ,a i te e a c a tc n r to d n e o ta d r m O h s ti i i C n e o g  n n h o  fo ,a r l y i v c a e to n a c n ti d o ta ro r s  ir ti n n eo n la a n o rte ,e v a d a h n ti iO d g o h C n in l y a  f n a rc o e c o v to h r ar ir ti g e so l h a n lte y  a d c r o e O rh r C e ig lf a h a te lc  y to d c r O o sr C re f la ac te to dr s O  C factors  Strong R S etlra otn io g n R  e Slt a S rt o tir n o o g n n R g e R la et li ao tn io n Strong R e Slta rt oin og n Relation BPR Factors BPR Factors BPR Factors TT ab ab le l e K K ey ey Tabl e K We eya T ka r e bll a We et iK oa n ek iy s r g el iv at ein o T n t ao b t lih e s e g K l ie a vy s et n th T to ia r s e b tg e h l We i e e O v K e lC a n a e s k f y t ta o i r th s c e to tg lr h a e ir e t v e s i e l o O a a n n m s C t t o o th f n a tr h g ce to e e th l r O a e sis s C a n t g m i th f n ia v o e rce e n .to e n I g n r O tth s o th C ia e s te m h f g n a a e o iic v p n n lto a e p e g s n .lr t ith I s e tn th o d a e th m r t c n e h a o e e ie s n n a e O le g a p ,. C s ip th It tn l f w th ie a e th c a d n rto s e e ic n e fr a a o e s O p s.u e a p C In ,m n ld i i f t e o th a d th w n ce to g c a a a a s tth r p s s fe p o e a ,u lm n iit n e io d w n dn e c a th .g a sI s a th n fe t o ,th e u i t n n ew d i a n p a th es .p a I f ln t i o e u d th n c e d a a s th p e,p a i tlt ie w da c sa fso eu , n it d w th as a t f ound that     Ta ble 10.  Th e BPR and OC relati on ship ma trix. Ta ble 10. The BPR and OC relat Ta ion bs le h i1 p0 m . Th atr ei x B.P R and OC relationship matrix. Organizational Culture Change 9.98  Medih uh im b ib i te R ite d el d a i n t ii n T o h T n a ib b a ib lte el e d 1 0 1 i.0 n h .  T ib a iMe b te le d d 1 ii 0 n u .  T m a Me b Rle el d 1 ai 0 tu i.o m n Relation hibited in h Tia bb ite led 1 0 in . Table 10.  Strong R e Slta rt oin og n Relation  Strong Relation OC Facto O rC s FactoO rsC O T o C F T a s o F um c a s to um cr t m o s r a m s rT i az o re i z s th um e e th O m r ee C a s rr ul e F isz a ts ul e c t ts c th oO o rc e l sC lo e rlc e lF e te sa c ul d c te tts o d fT r r c o s o fo r m o l sl um m e th c te i th m sd iT w a s o f ro r w i T o z r so k um o m er , th s k th th um ,m ee th i a s rr m r e ew e i sz s a r ul o ul e e rr s i ts z th k ts ul e , c e ts o th th o r f l o e e l e th e s f r c r ul i th e e te ss s ts i ul d m ul s c ts f o ts m o rd o lo o c le m e d f o l c l e th a te lth le r id c e a i ste s r e f e m r w d x o e - o o f m x d r r -o e k th m l, a th i s r th e ew ie r so e x w r s -k ul o , r ts th k ,o e th fr th e es r i ul s e s ts m ul o o ts d f e th olf i a s th r e m i se o x m d -e old a erle a e rx e -ex- Leadership Tabl 1e 1 .K 21 e y    T a ble Key    Ta ble Ke y in strength ine is n n tr is n e tr g ne g tn h th g ee th if n n ie r is n s n tr t g in c e to g n h n g t es h th tr fe ie r uc fs n it r it n s co t o gf c n to B s h in tr P n es R uc tr s fi.tr r uc t s eo t n t f c g o o B th fn P B s e R tr P n .R i uc n . g t o i tn h f e B s tr f P ie r R s n .t gcth on es ntr in uc g t th oe f B fiP rsR t .c onstruct of BPR. hibited in Table 1h 0.i bited in Table 10. hibited in Table 10. Transfer Experience 10.47                                Weak re  lWe a tWe io an ka rk el r a et li a We o tn io a nk re T lr a w a tn i ith o sn f e o rr  g Ea x w We n pi ie th zra a i e ti k on o r re c g n e la a a n lt i isz o tr a na ti te o We n g T a y w r l. a a i 1 s T th n k 0 tr h s .r a 4 f ie o s e te 7 l r r a ig g n t E T a i y d x o r n .i a p n ic T z n e a h a s r te ti f i is e e s o n r w in tn c E h a ie d th x a l i p t s c e tr th a or te r a io g e te s s a n w e g t n c h i y i e th th z a . a t r T 1 ti e th o h 0 e o r.i o g n 4 s es a 7 a lie e n w n l m ith s d z itr th e ia r c n a 1 ti e a te 0 ts o e o te . r n 4 g e s g a 7 a ly r a e t l.e h n m s T a i v tr z e h t e a n a ith rs ti te ts y o i o g n ia n s m y d r e a .e i p lth c T v o s a h tr r e r te i e ta r a se s y te n i t e n ith g m l d e a ym i p t .c o T th a er te h n ta o its s s sn e tit a h n th ra d et r iv e c th a e ete o re y s ls e e i t m m th he a p rn t o ets th e rta e o aln s r ee e tm v th ee n r re ts ye ia e m r le e p m v oe r eta r n y ts n it m arp eo v re ta rn y ti mportant  Mediu m Me Red la iu t im o  n Me R e Me ld aitd u io i m u n m R Ta e R b la le e L t l i e a 1 o a t 0n id . o Ta Th e n r b Me s ele h B i p P 1 d0 O R i.u C a Th  Ta m nF d Ta e b Me R a le B OC c b e P t l le 1 d o R a 0 O i r r t .1 u a e s i C Th 0 o l n m a .n d tTh F i e o R OC a B n 1 c e e P 1 s tl L B h o R .a r2 P e ir e t p 1 a s a R l ia o n d m ta n d ie o n Ta a r OC n t d s rs b h iOC h x le L i .ir p p e e 1 a lr m a 0 d et .l a ie a Th o Ta tr tr n is io s e x b h n h .le B i s ip p P h O 1 R im 0 p C .a a m Th n tF r d a ia e t x 1 OC r c .B i 1 tx o P ..2 r R r 1 s e a l a ntd io 1 OC n1 s.h 2 i r 1 p e l m ata io tr ni  s xh . ip  m a  tri x.                                     S S trto ro nn gg R R el ea lt aito i o nn O S rtg ra on nig z a R ti eo l n a St tS iro tr on n a g te r R g es y e p le ac ti t  ofn o O S rr tr g p re a o e 1 sn o n p 1p ig .e z 1 l c a e R 7 t ti , e fo o o lr u n a r e S t tc s S p ito p o tr r en o e m o a c n p te t e g lO f e g o o R ,r r y r r g e o e i e s p a u lp n a n e tc t e ta o iiz o c o p ti t a m n lti o f e o e n ,o ro ,n o 1 p u a rS 1 i n e tc e tr .o d 1 n o a p 7 ta m ite r ln e e ti e n g ,s o y o p o o n v u e r,i c a tc e a t ti n o n fo ta o m d n r r ti e i e a p n o s r o e n p n e r o 1 o ,e i h p 1 e v c a.i n l t n a 1 g eta f ti 7 d ,h o o o ti lr iy n u n o p tc n c n a e o o ,r o o r e v a m p r n a e h le ti e d lia ,g o o te io h n n ru l i d n y e a tc o n r O c e o v ta o C m a h r ti ti r if e o g e o a n lh o n c a,to r l te y a ia e r r d n c n s ed o ta O h r ir ti i C n g eo n lh f a n o a lte ,y v c a to d a cn ti o r O d o r s r C n ie n la f n aa rte o e cv to d h a ir ti O g so h C n l y fa a c r co e to rh r re isg l a hte lyd c O orC re fla ac te to dr s O C factors BPR FactB or P sR Factors BPR Factors  T ab le K e Ty a T ba lb e lK e e K ye T ya  bl  We e K a ek y relati on   We Ta ab T kla r e e b l K l a We ee t iK y o a n ek y relation Communication with Stakeholders 9.94 Table 1 0. Me Thed B iP u R m a Me n Rd e l OC d aitu i o r m e n l Ta a R tib e ol le n as t1 h i0 o ip .n Th m a et B riP xR .  an d Me OC d iru em lat iR on es la ht ip io m n atrix. Table 10. The BPR and OC relationship matrix. hib hiite bid te i d n iT nh a T ib b a lie b te l1 e d 0 1 .i 0 n. Table 10. hibited inh T ib a h ib te ib le d i te 1 i0 n d. T in a b Tla eb 1 l0 e. 10.  Strong Relation  Strong RelaT ti able on 10. The BPR and OCr elationship Strong Rel matrix. ation Transfer Experience 10.47     O O C C FF ac atc o to r s r s O C To F a sum ctor m s O T ao r C T i z s o F um e a s th um c t m e o r a m rs r e T i a sz o r ul e i  z s ts th um e O c e th C o m r e le lF e a s ra c r ul ec i te sz tts ul o e d r ts c th s fo r O c o e llo T m e C rlo c e l e te s F th s c ul a um d te ic s ts td f o r w m c o r fo o s r m a o l rr lk m e ith z ,c e te th i th sth d e iw s T e r f o r w o er o r s e o s k m ul s um r ,ul k ts th th ,ts m o e th i s fc a r e o w th e r ls i rlz o i ul e e s e r s c k ts ul m te th , ts d o o th ed f f r o e e r th e fo lr s i th m e a ul ss r i ul e ts m th s e ts o m c ix s d o - o o l e w l d fle o e th c alr te r k ie a s d , r e e m th f x r e - o e o x d m r -e e ls th ul ar its s e w e o x f o - r th k,i sth m eo rd ee sul l ats re o e fx th - is model are ex- Table Key Table Key Table Key End-Use Satisfaction 10.04    i n stren gth i ne s n tr in eg n g th th ee fn ir in st gc to h in n es tr s fitr r uc s et n t c g o oth fn B s etr P n R i uc n . g t i n o th fs e B tr f P e i r R n sg .t th i cn o e n s n tr sitr n eg uc n g t t h th o i e n e ff n i B sr itr P n st e R g n c .to g h n th e s tr e fin r uc  s in t  t g co o tfn h B s e tr P f R i uc  r.s t t o co f n B  s P tr R uc . t  o f B PR.         BPR FacB to P B rR sP R Fa F ca to cr tB o s r P sR E Fn ad ct -o Urs se S atisB faP cR tio F n a ctors En B d 1 P - 0R U .0 s F 4e a E S c t a n o ti d rs - sf U as ce ti o Sn ati sfac tion 10.04 10.04  Weak re lWe atio an k r el  a We ti We oa nk a rk el ra e T t lr i ao a tn n io s n fe r  w Ex i We th pe o ra ire k g n r a e cn e l i a w We z ta i ith o tia n o k o nr ra e g ll T a a w sr n tr ta i i 1 ith z o a n 0a te n s . 4 ti fo g e 7 o rr y g n .E T a a w T x r n l a h p i is th z n ie tr s a s r a ti f ii o e e te n o r n rd g n g c E i a a y e c x n l .a p is te T z e tr h a s ra ti i it s e te o h n w in g a n c a t i y e d th l th . i s c T 1 tr a o o h 0 te s r a .ig e 4 s te s a 7 th ig t n w n h y ir d z a ie .th i a t e c T 1 ti th a h e 0 o o te l.io r e n 4 ss g  s m 7 a ia e t n l h e n th s d n a itr z it ts r c a a e th a ti te e a  te o o rg e s e n s ly e e a tv .h  m lth e T a s r e h t tr y r  n i e th a s ts ie m te i o e n a s g p l d r e e y o e m i .th r c v ta T a e r e te h n n e rits e s y ts t e i ia h m n l r e a d e m p t iv o c th e a e rn ta te o rts y s n s e it a t m th h re a p r  t v o eth e e r ta re o yln s eie tm m th e p n r oe ts r e ta a e n r le t e m ve e  r n y ts i m a rp e  o v r e ta rn y ti  m portant OC Factors Leade Ta r Ta sb h b le ip le 1 0 1.0 Th . Th Ta e e b B le B PO R P 1 R C a 0 n .a Th F d n Ta a d OC 1 c e b L OC 1 tle B o .e 2 P r r a 1 1 e s R d r0 l e a e .a l ta Th r n is t o d ih n o e OC i s n  p B h sP i h p R ir p e m a lm a n att d a ir o t iOC r n x L i.s x e h . a irp d e l e m ar t a is 1 o th r 1 ni i.s x p 2 h .O 1  ip Ta C m b F a le a tr c  1 itx o 0 .. r  Th sTa e b Ble 1 P 1 R 1 . 2 0 a.1 n Th d OC e BP  rR el  a at n i d on OC  sh i p re  m la a t ito ri n xs.h  ip  m at rix.         Me Me dd iu iu m m R R el ea lt a ito i o n Me n dium R e Me latd io iu nm Rela ti o Me n dium  Re Me latid oi n u m Relation OrganizaO tio rg na S ntr iz aa te tig oy n Strategy 11.17 Org1 a1 n .i1 z 7 a tion S  tr ate gy    11.1 7                 S tron g R  S et l S ra o tt r n io o g n n R g  e R l a e St lti a ro t on i n B o g n P R R e F la ac ti t o on r s    B P S R t r S o F t n a rg c ot n B o R g r P e s l R R a e tF ilo a ac n ti t o on rs Conclusive Decision Making 9.7 Table Ke Ty a ble KeT ya T ba l b e l K We e e K ya e k y r el a We tioa nT k a re blla et iK on eT y a ble Key  Weakrelation Table 10. The BPR a Ta nd b le OC 1 0 r.e Th lati eo B nP sh Ri p a n m da OC trix .r elationship matrix. Table 10. The BPR and OC relationship matrix.  Medium Relation  Medium Relah ti ib oi n te d inh T ib h aiib te blie d te 1 i d 0 n . i T nh a  T ib b a liMe e b te l1 e d 0 d 1 .i i 0 n u . T m a b Rle el 1 a0 th i.o ib ni ted in Table 1h 0i.b ited in Table 10. End-Use Satisfaction 10.04           Strong Relation  Strong Relation  Strong Relation Table Key Table Key OC Facto O rC O s C F Ta o F c a s to um cr to sO r m sC T ao rF i z a sum e ct th or m e s a rr eisz ul eT ts th a b c el o T e rlo e l K e ss c ul e um te y ts d m c fo ra o lr lm e iz c e te th O th d C iT s O e o f F r w C r o a se o um m c s F r tul a o k th c r ,m ts t s th i o T a sc r o r e o s w i z l s rlo um e e er s cth k ul te ,m e ts d th a r T fo r e e r o i s fo z r ul s th m e eum s ts th i ul th s c e ts m m io s r la o o e lw r e d s fi c ul z o e th te e lrts k id a th s ,r c f e m th e o r o e lo r e lm x e e d r - s ce e ul te th ls ul d a ts is r ts f e c r w o o e o l o m x lfr e - k th cth te , ith i s d s m ew f rr o o o e d m r se k ul l,th ts a th r i s e o e f w e r th e x o s -r i ul s k ,ts m th o oe d f e r th e l s ia s ul r e m ts e o x o d -fe th l air se m ex o- del are ex- Organizational Culture Change 9.98                                                             Organiza O ti r O o gn r ag n S a itr z na a iO z ti te a ro O g g ti n a y o r n S g nitr a z S n a a tr ite ti z a o a g te n ti yg a o y l in 1 n C 1 S s ul .tr 1 tr7 tur a e te n O g e g rth 1 y g C 1 a e 1 h i .n 1 n n 1 a i 7 .iz n s O 1 n a tr g 7 g r ti e e g t o n a h n g n e th 1 i S iz f n 1 tr ia e r .O 9 s O 1 ti s n atr .t 7 te i r o 9 rn g c e g 8 n g o g n a a a y n n g n l t s h i th iC iz tr z n ea ul a e uc s f ti ti n itr tur o r i o t n s e n n o t g n e a f S c g l to C tr B h th 1 C n P h a e 1s ul e te R .a tr f 1 n n i.tur g 7 r i uc g n s ye t g t e i c n o to C h fn s h e B tr s a tr f P e n 9 ir R uc n .g s 9 g .e t 8 t th 1 c o i1 o n e f .n 1 n B s s 7 itr tr P n 9e R g uc .n 9 .t 8 g t h th o e fe f i B n rP s in t R g c.o tn hs etr fi uc rst t o co f n Bs P tr R uc . t of BPR. BPR FacB to P rR s FactB or P B sR P R Fa E F c n a td o cr t -o U s rs se SatisB faP cR ti o F n a ctB or P sR F Ea ncd 1 to - 0U r .0 ss 4 e E S a nti ds - f U a s ce ti o S n ati s factio n 10.0 4 10 .0  4                  We We ak ak re rl ea lt aito io nn  Weakrel ati We on akrelation Weakrela tio We n  a krela ti on                      Table OC Key FactorsT ransfer Experience Tran 10 sf .4 O e7 rC Ex Fp ac et ro ie rn s ce T ransfer Exp 10 er .4 iO e 7n C ceF actors 10.47  Mediu m  Me R Me ed la id u tii m o u n m R e Me R la et ld i ao itu n io m n Re L le aa tid o Ta e n r Ta b sle h b L i p le 1 e0 a .1 d Th 0e . Th r Ta es h B e b P i p le B R P 1 a R 0 n Me  .a d Th n OC d Me d 1 e OC 1 i B u .r d 2 P e m 1 i R lr a u e t R a m lia o n e tn d il R 1 o s a OC 1 n h e t L i .s il2 p o e a h 1 a n t ir m p i Ta d e o la e m a n t b r tr a is le io t x h r n  .i 1 i s x p 0 h . . i Th p Ta  m e b Ta a le B tP r b 1 iR x le 0 .. a  1 Th n 0d  . e Th OC B1 P e1 R r B .e 2 P a l 1 a R nt d ia o n OC nd sh OC  irp e l  m a rte a i l o ta r n ti i s x o h .n ip sh m ip a  t m r i a xt.r ix.               Organiz a tion Str ate gy  Or g1 a 1 n.i1 z7 a O tio rg na S n tr iz aa te tig oy n S trate gy 11.1 7 11 .1  7                 Information Technology 9.48  Strong R S etlra otn io g n R  e Slt a S rt o tir n o o g n n R g e R la et li ao tn io n Strong R e Slta rt oin og n Relation BPR FactB or P sR Factors BPR Factors  Weakrelatio Tn T a b ab le l e K K ey eT y a ble KeT ya  bl We e Ka ek y relation Table K We ey T a ak brle el a K ti eo yn Organizational Culture Change  Me 9.d 9i 8u m Re lat ion     h i b Me ited d iiu nh m T ib  a R ib te e le l d a 1 t i0 i no . T na b le 10h . ib iMe tedd  iin u T m a b Rle el h 1 a0 t ib i.o ite n d inh T ib aib te le d 1 i0 n. h Tia bb ite led 1 0 in . Table 10.  Strong Relation  Strong Relation  Strong Relation Communication with Stakeholders 9.94  Strong Relation  O C Fa ct o O rC s Fac to O rsC O T o C F a sF um ca to c r t m o s r as rT iz oe s  th um   e O m re C T a so r ul F i  z a s  ts um e c t  c th oO o r m  e l s C lT e a ro  c r e F i te sz a s  ul um e d ct  ts th o f r r m c o e s  o m a rl  r e l e is th z c ul e te i s  ts th d T w c e o f  o o r r o l r s  e lk um m e s,  c ul te th th m ts d e i a s T c r f  ro r w o e io z ls   lo s m ul e e um r  c th k ts te th , e m d o th i  s r fa f  e e r w th r s o i r  ul z o i m es e r s ts  k ul m th th , c ts o th e io s d l  r o e  le w e e flr s c  o th e a ul te r s r  k i ul d e ts s, e ts f m th c r x o o - o o e lm l d fe r   e th e c th ls te i ul a i s d s r ts e m  w f r e o o  o o x d fm r -  e k th l,th i a th sr i s e m e w e r o e x d o s - r e ul k l ,ts a th r e o  e fe  r th xe - s i s ul m  tso  o df e  th l a  ir se  m e x o- d el are ex- Table Key Table Ke L ye adersh Lie C p L a o e d m a ed r m s eh r un s ip hiL ic p OC e a a tid oe nr 1 s w h 1i.ith 2 p1 Sta1 k1 e1 .h 2 L 1 C o 1 .e o 2 l a d m 1d e e m rs rs un h 1T i 1 C ip c .a 9 o 2 a b .m 1 ti 9l 4 o e m n K un L w e ey a i ic th d ae ti S ro s ta h nk i p w 1 e 1 h i.th o 2l1 d S e ta rs k eho9 ld .9e4 r 1 s1 .21 9.94 Organiza O ti ro gn a n Sitr za a O O ti te ro r O g g g n a y r a n S g n itr a i zz n a aa ite ti z ti o a g o n ti y n a o l S n 1 tr C 1 Sul a .tr 1 te 7 tur a g te O ye g r 1 y g C 1 ah . n 1a i 7 z n O a g r O ti e go r a 1 g n n 1 a 1 iS . n z 1 1 tr a i 7 .z 9 O 1 ti a a .7 te o 9 r ti  g 8 n g o a a y n n l  iC S ztr  ul ati a  tur te o n g  e a y lC  1 C h 1  ul .a 1 n tur 7  g e  e C  1h 1  .a 1n 9 7  .g 9 e 8    9  .9 8                                   BB PP RR F F ac atco to rs r s EnB d- P U Rs e F a Sc atti os rB f sa P cR tio F n a ctors EnB d1 - P U 0R .s 0 e F 4 a Sc atti os rf s a B c P ti R oE n Fn a d ct - o Urs s e S a ti 1s 0f.a 0c 4 ti o n    1 0.04                  Weak re  lWe a tWe io an ka rk el r a et li a We o tn io a nk re T lr aa tn io sn fe r E Tx ra pn es rf ie en r c Eex perie n c We  e We a 1k 0.ra 4 ek 7 l a re tT ilo r aa n 1 tn i0  o s .n 4 f e 7 r Ex pe  ri enc e    10.4 7                  O C Fa ct ors  Le O ad C Ta eF rb s a le h cit p 1 o 0 r.s Th Ta Ta e b le B b P le 1 R 0 .1 a Th 0 n.d Th Ta e  OC B 1 e b P 1 le L B R .r2 P e e 1 1 a a R la 0 n d t .a d ie Th o n r OC n d ss e h OC h  L B i ir p p P e e a R lr m ad e ta la ie a o n Ta tr tr n d is io s x b h OC n h .le i s ip p h O 1 ir m 0 p e C . l a m a Th tF tr a iia o e t x 1 r c n .B i 1 ts x o P .h .2 r R i1 s p Ta a m nd b at le 1 OC ri 1  x 1 ..2 0  r .1 e Th l ate i o B n P  sR h ia pn  m d a OC  tri x r . el at  io n ship  m atrix.         Project Management 9.23  Mediu m Me Red la iu t im o  n Me R e Me ld aitd u io i m u n m R e R la et li ao tn i o n Me diu m Me Reld aitu io m n Relation OrganizaO tio rg na S ntr iz aa te tig oy n Strategy 11.17 Org1 a1 n .i1 z 7 a tion S  tr ate gy    11.1 7               BPR Fact o r s S S trto ro nn gg R R e l e S a ltt a rit o o in o ng n  R e Slta rt oin B og n P R RFactors e F la ac ti to on rs  Strong  B RP e S l R a t r tF i oo a n c n g t o R rs e lation Ta T ba lb e lK e e K ye T ya ble Key Table KeT ya b Tla eb K lee K y ey Communication with Stakeholders We 9.a 9k 4r elatio n     Weakrela ti on   Wea kr elation  Medium Relation Medium  Me Relation dium Relation  Medium Relation hibited in Th aib blie te 1d 0 .i nh T ib aib te le d 1 i0 nh . T ib aib te le d 1 i0 n. Table h 10 ib . ited in h Tia bb ite led 1 0 in . Table 10. Conclusive Decision Ma ki n Sg tr ong Re9 l.a 7t io n St ro ng R el ation       St r o  n  g  R e  l a  ti o  n                                            TransferT E rT x ap n ra e sn f re isO e r fn O e C E C r cC x o e E T F p n x F a re c a p c a r ln t us i c e o e s t rn o r f iiO s e e v c r n r s e e C c E D ex F e 1 p ac 0 c e i.t r s 4 o i i7 O e o r n s n C c T M eF r 1 a 0 a an 1 .c k 4 0 s ti7 o f n .4 e r g 7 r s C E ox np c1 l eus 0 r.i4 e 9 iT v 7 n C .7 r e co a e D n n s c ef lc us eir s i iE o vx n ep D M er e1 a ic O e 0 k in s .iC 4 n ico 7 e g F n a M cta ok rO s in C 9 g. 7 F a 1c 0t .4 o7 rs 9.7 Leadersh Lie C pa o d m er m sh un L ip e iL a ce a da ti ed o rs e n h r 1 s w ip h 1i .ith 2 p1 Sta1 k1 e. h 2 L C o 1 e o l a d m d ee m rs r 1 s un 1 h 1 . 2 L i 1 C ip 1 c .e 9 o 2 a a .m 1 ti 9 d  4 o e m n r s un  w hi  i ip c th a  ti S o ta  nk  w 1 e1 h  i.th o 2 l1 d S e ta  rs k  1 e1 h  . o 29 l1 d . 9 e4  r s   9  .9 4                                   OO rg rg an an iziO a zti a rg ti oa o nn n S i z tr Sa tr a ti O te a o te rg n gg y a ay l n C iz ul ati tur o O n e r S g C 1tr a 1 1 h n a .1 a 1 iO te .z n 7 1a r g g 7g ti e ya o n ni z S a tr ti O 9 a o .te r 9 n g 8 g a a 1 y l n 1 C  i. z 1 ul a 7ti O tur  o r n O g e a r S C n g tr  1 i h a z a 1 n a  a te .n i1 ti z g g 7 o a e y n ti  a oln  C S  ul tr 9 .tur a 9 te 8  e g 1 y 1 C  .1 h 7 a n g e  1  1 .9 1 .7 9 8                                BPR FacB to P B rR sP R Fa F ca to cr tB o s r P sR E Fn ad ct -o Urs se E S a nti ds -f U as ce ti o Sn ati sfaction B1 P 0B R .0 P F 4R aE cF tn a od 1 c rt - s 0 o U .0 r s s 4e Sati s  fa c tio n    10.0 4                 We ak re lWe atio a n k r  el  a We ti We oa n k a r k el ra e T t lr i ao a tn n io s n f e r  Ex We pera i e kn r  e ce l a We ti oa n k rel T a rta i 1 o n 0n s .4 f e 7r E Tx ra pn e s rf i e en r c Eex  pe rienc e 10.4 7 10 .4  7                 Business Case 8.8 O W C eakrelation Factors OC F Ta ac btle or 1 s0 . Th Tae b le BP 1 R 0 .a Th nde OC BP R re a la n Ta td io b OC n le sh 1 ir0 p e. l m a Th ta io e tr n  B is x P h . R ip Ta a m n bd a le t OC r  1 ix 0 .O . rTh Ta e C l ae b F t  ile B a oP c n 1 t R so 0 h .a r i Th s p nTa d  m e OC b a B t le P ri R x r 1e .0 a l .a n Th td io OC e n s B h P  irp R e l  m a at n a i d o tr n OC i s xh . i p re m laa t ito r i n xs.h ip  m  at rix.        Me Me dd iu iu m m R Me R el ea ld t aiito u i o n m n Me Reld aitu io m n Re L le aa tid oe n r shL ip e adership Med 11 iu .2 m 1 R Me el1 a d 1 tL i i .u 2 o e1 m a n d e R re sl h aitp io n 11.21 Organization Strategy 11.1O 7 rgani za tion S tr ategy  11.17  Or gan iz atio n S trate g y  11. 1 7              St S ro tr n o g n R g e R l a e St lti a ro t on in o g n Relation  Strong R e S lta r S t oit n o rg n o n R g e l R ae tilo an ti on Conclusive Decision Making B 9.P 7R Facto rs     BPR Fa ct ors   BP R Factors  Weakrelation Tabl e K We eT ya a T k ba rle b el la K et i e K o yn e T y a ble Key Table Key  We Ta ak brle el a K ti eo yn Information Technolo gy Medium 9 R .4 e8 la t io n Me E n d d i- u U m s e R E S n e E a l d ti a n -t s d U ifo - a s U n c e ti sS e o a n E S ti a n s ti d fa s - c f U a tis c o e ti n o S n a ti 10 s f .0 a4 c tio En n 1 d 01 .- 0 U 04 . s 0 e 4 Sa ti 1 s  f 0  a . 0 c E Me ti 4n o d n d - U i  u sm  e  S  R a e ti  ls a f t a 1 ic o 0  ti n . 0 o 4  n       1 0  .0 4                                   Information Technology Inform 9.a 4ti 8In on fo T re m ca hti no on lo T ge yc hnology 9.48 9.48 TransferT E rx ap ne sf re ie rn C E T cx r o eT a p nn re c a s r ln us f ie e sn r fi e v c E r e e x E D px e e 1 p rc 0 i e ie .r s 4 n i i7 e o c n n ec T M er 1 a 0 an . k 4 s i7 f n e g r C E T ox r 1 n a p 0 c n 1 . l e 4 us 0 s r 7 f .i4 e e 9 iv 7 n r C .7 e c E o e D x n p c e l e c us r  is ie i i  o v n n e c e  D M e 1 a c0 k i s .i 4 n i o 7 g  n  M  1 a0 k  .i 4 n 7 9 g  . 7    9  . 7                                   LL ea ed ad er es rh sh ip ip LeO ad C O eC F rs ah F c1 ia tp 1 1 o cL .1 r t2 o s .e 1 2 O r a 1 s d C eF rs ah cit p o r s 1 L 1 . e 2a 1d  er s h i  p 1O 1  L .C 2 e 1 a F da  ecrt  so h O r  is p C  O  F C a  1 cF 1 t  a o .2 c r 1 t s o  r s   1  1 . 2 1                                Communication with StakeC ho olm de m rs un ica 9ti .9 o 4n wiC th o m Sta m kun ehio cla d ti eo rs n with 9. 9 S 4ta keholders 9.94 Organiza O ti r O o gn r ag n S a itr z na a iO z ti te a ro O g g ti n a y o r n S g nitr a z S n a a tr iO te ti z a o a r g te g n ti ya g a o n y ln 1 iC z 1 Sul a .tr 1 ti 7 tur a o te ne g a1 y lC 1 C 1 h . 1 ul 1 a 7 . n 1 tur g 7 ee  C 1 h 1 a  .O n 9 O 1 .g 7 r 9 r e g O g 8 a a r n n g  iia z zn  a a9 i ti ti z  .o o 9 a n 8 n ti  a o Sln tr  C a S  ul te tr  tur a g  te y  e g y C  h  a n   g e  1 1  .1 1 7 1 .9 1 .7 9 8                                     BPR FacB to P rR s FactB or P B sR P R Fa E F c n a td o cr t -o U s rs se SatisB faP cR ti o F n a ctB or P sR F Ea ncd 1 to - 0U r .0 ss 4 e E S a nti ds - f U a s ce ti o S n ati s factio n 10.0 4 10 .0  4                  We We ak ak re r l ea l t a We ito io na n k r el a We tioa nk re T lr aa tn io sn fe r E Tx ra pn es rf ie en r c Eex perie n c We e a 1k 0.r4 e 7 l a t We T io ra n 1a n 0  k s .4 f r e 7 er l a E tx i o pn e  ri enc e    10.4 7               Leadership  Me Me did ui m u m R e Me R la e 1t ld 1 i ao .it 2 u n i1 o m n Re L le aa ti d o Ta e n rb sle h i p 1 0 . Th Me Ta  e B d b P ile u R m 1 a0 n Me  .R d Th Ta e OC Me ld 1 e a b 1 i tle B u i .r d 2 o P e m 1 1 i n R la u 0  t .R a m iTh o n Ta en d l R s e a b OC h e t le L B i ilp o P e a 1 a n R t r m 0 id e o .a l a e a Th n n tr tr d  is io e x h OC n .B i s p P h R irp Ta e a l m a n b td a ile o t OC r n 1 is x 0 h ..  i rTh p e Ta l m ae t b a iB o t le 1 P r ni 1 R s x 1 .h .2 0 a i .1 p n Th d m OC e a t B rP i  x rR e . l a at n i d on OC  sh i p re m laa t ito r i n xs.h ip  m atrix.      BPR Factors                      Information Technology 9.4 O 8r ganiza ti on Str a te Sg try o  ng  R  e Slt  a S rt o ti r n 1 o o 1 g n n . 1 R g 7 e R l a e St lti a ro t on in o g n O R rg ea la ntii z o an ti o n S tS rtr o n ag te R gy e la tio nO S r tg r1 a o1 n n .i1 g z7 a R ti eo ln at S io tr n a tegy 11.17 BPR Factors BPR Factors BPR Factors  Weakrelation T a bl We e Ka eT k ya re blla et iK on ey Table Key Table KeT ya ble K We ey T a ak brle el a K ti eo yn Project Management 9.23                                                             Organiza O ti r O o gn r ag a na li z n C a iul z tia o tur O ti no r ag e n l a a C C n l h ul iC z a P tur ul a n rti g o tur o e e je n c C e a t h lC M C ah n a ul 9 a g O n .n tur e 9 a r g 8 g g e e a e m n C ie z h 9 n a a .t ti 9 n 9 8 o .g 9 n e 8a l C O ul P rg r 9 tur o .a 9 j9 n e 8 .e i c 2 z t 3 C aM ti hP a o an r n n o g a aje l e g c C et m ul M e tur n a9 n t .e a 9 g 8 C e h m ae nn gte 9.23 9.98 9.23 End-UseE S n ad ti-s U fa sc eti E So a n n E In ti d n s -fd f U o a-r s c U m e ti so S a en a ti S ti o a s n ti 1 f a 0 T sc f .e 0 a ti c 4 c o h ti n n o E o n n 1 l o d 0g .- 0 U y 4 s e E SIn a n 1 ti d 0 f 1 s o . -0 f U 0 r a 4 m .9 s 0 c e .ti 4 a 4 o ti S 8In n a o ti n f  s o T fr  a e m c c  ti a h o ti n n o o n l  o 1 T g 0  e y . 0 c 4 h  n  ol  o 1g 0  y . 0 9 4  . 4 8    9  .4 8                                   TT ra rn an sfse fr e C r E o E x n p xcp e lus r eir eiin e v T n c er e c a D en escfie sri o E n x T p M re 1 a a r0 n 1 i k e .0 s i 4 n f n .7 4 e c C g 7 r e o E n xcp lus er iie v 9 T n e .7 rc a D en 1 e 0 s cf . i 4 e s 7 ri o E C n x o p M T n e ra c r  a 1 l i k n e us 0 i n s n .4 f i c g e v 7 e r e E  D x e p ce  ir si i 9 e o . n 7 n c  M 1 e0  a .4 k 7 i n g    1  0 . 4 9 7 . 7                                OC FactoO rsC O C FaF ca to cr to s O rsC F a ct  or s    O  C  Fa  ct o rs   O C   F a ctors                          When reviewing Figure 5, it is see L n e a th da et rs th h Le ie C p L a l o e e d m a a e d d r m e s er h r un s s ih p h C i iL ic p p o e a m a c tio d o m n e ns r un 1 tr s w h 1 uc i i.ic th 2 p a 1 t ti S is o ta n h1 k iw 1 g e1 .h h 2 i1 th o l1 .y 2 l d 1 S ce o ta rrs k r e e1 lh a 1 C o te .9 o 2 ld .d m 1 9e 4 m r s un Lea iL c d 9 e a .e a ti 9rd 4 o s e h nr i s p w h  iith p  S tak eh  o lde r 1s1  .2 1 1 1 .9 2.1 9 4               Organiza O ti ro gn a n Sitr za a O O ti te ro r O g g g n a y r a n S g n itr a i zz n a aa ite ti z ti o a g o n ti y n a o l S n 1 tr C 1 Sul a .tr 1 te 7 tur a g te O ye g r 1 y g C 1 ah . n 1a i 7 z n O a g r O ti e go r a 1 g n n 1 a 1 iS . n z 1 1 tr a i 7 .z 9 O 1 ti a a .7 te o 9 r ti  g 8 n g o a a y n n l  iC S ztr  ul ati a  tur te o n g  e a y lC  1 C h 1  ul .a 1 n tur 7  g e  e C  1h 1  .a 1n 9 7  .g 9 e 8    9  .9 8                                                         BB PP RR F F ac atco tB o rs r P sR FactB or P sR E F n ad ct -o Urs se E S a nti ds -f U as ce ti o Sn ati sfaction B1 P 0R .0 F 4 aE ctn oB d 1 r- s 0 P U .R 0s 4 e F a Sc atti os rf sa c tion 10.04 Transfer Exper ien  We c e We aka rk el r a et li a We o tn io 1 a 0 nk . 4r7 e T lr aa tn io sn f e r Exp er ie n c We e a kr el a We  ti o We a n 1k 0 .ra 4 ek 7 l a r e tT il o r aa n tn i  o sn f e r E x p e rienc e  10. 4 7                                 Project Management 9.23 Lea d ershi p Med iu  m  Me R  e Me ld a 1 itd 1 u io .i m 2 u n 1 m R  e Me R la et ld i ao itu n io m n R e L le a a tid oe n r Me sh ip d ium  Re lat io n Me 1d 1L i.u 2 e1 m a d e R re sl h aitp io n 11.21 Organization Strategy Organ 1i 1z .1 a7 ti on Str ate gy  1 1.17    Or g an izati o n Stra te g y  11. 17              BPR Facto rs Stron Bg P R R e S F lta a rc t oi tn o og n rs R elation S trong Relati on S trong R e Slta rt oin og n  B RP e S l R a t r tF i oo a n c n g t o R rs e lation Business Case 8.8  Or ganization  Strategy   11.17                                                        Commun T Cia o c C b m ao l ti e m m o K n un m e w un y ic i T th C a ic ti a o a b S o m ti ta n lo e m k w n K un e iw h e th T y o i ic th a lS d a b ta ti e B S lr o e k us ta s n e K k i h w n e e o T e C y h ils 9 th d a o o s .b e lm 9 d C r S l 4s e e m ta a rs K s un k e e e y h 9 ic o .9 a 9 l4 ti d .9 o e4 r n s T C w a ob im th l9 e m . S 9 B K un ta 8 4 us e . 8 k y iT ie c n a a h e ti b o so l lsd e n B C e K us w r as e si i y e th n e S s9 s ta . 9 C k 4a e s he o lders 8.8 9.94 8.8 Organiza O ti ro gn aa nli z C aul O tio r tur O g nr a ag e n l a iC C z nh ul a iz ti a P tur a n o rti g o no e e ja e n lc C a C t h lM ul C an a tur ul 9 g O n .tur e 9 a r e 8 g g C e a em n h C ia e z h n 9 n a a .g O t ti 9 n e 8 o r g g n ea a n l iC z 9 ul a P .ti 9 r 9 tur 8 o o .9 j9 n e 8 .e a c 2 lt  3 C C M h ul P a  an r n tur o  g aje e g  e c e t C m  M h ea  n an 9 n t  .g a 9 e g 8 e m  e n 9 t  .9 8 9  .2 3    9  .2 3                                   EE nn dd -U -U se s e S a S In ti af ti so fsa rfm c ati c E a ti o ti n n od o n n - U T se ec S ha n E ti o n s l1 o d fa 0 1 g -c U .0 y 0 ti . 4 s 0 o e 4 n S In af ti os rfm a 9 c E a .ti 4 ti n o 8 d o n 1 n - U 0  T . s 0 e e 4 c S h a n ti o E In s ln o ff  a d 1 g oc - 0 r y  ti U m . 0 o s 4 a n e ti S  o an ti  T s  fe a 9c c .h 4 ti 8 n o  o 1 nl 0  o .0 g 4 y     1  0 .9 0 .4 4 8                                to three elements: respect for people, innovation, and supportiveness. Transfer of TransferT E rT x ap n ra e sn f re ise r fn e C E r cx o e E T p n x re c a p r ln us i ee s rn f iie e v c C n r e e o c E D n ex c e 1 p lc 0 us e i.r s 4i i i7 e o v n n ec D M e1 e 0 a c 1 . k i 4 0 s i7 n . i4 o g 7 n M a 1 k0  in .4 9 g T 7 C . 7 r  o a T n n rs c  a f ln us e  r s f 9 iE  e v . x r 7 e p E  D e xr e p ic e e i n r s i i c  e o e  n n c  M e  ak  i n g   1 0  .4 1 7 0 .4 9 7 . 7                                     Leadersh Lie C pa o d O m eC r m sh F un L ia p e c iL t a co e a d O r a ti e s d C o r s e n h F r 1 s w ia p h 1 ci .it th 2 p o 1 r S s ta1 k1 e. h 2 L C o 1 e o l O a d m d C ee m rs F r 1 s un 1 a h 1 . c2 L i 1 C t ip 1 o c .e 9 o 2 a r a .m 1 s ti 9 d  4 o e m n r s un  w hO i  i ip c th C a  ti S F o ta a  n ck t  w 1 o eO 1 h r  is .th o C 2  l1 d S F e ta a  rc s k t  1 o e1 h r  O s . o 2 9 C l1 d . 9 F e4  r a sc  to  r s9  .9 4                                                                                    OO rg rg an an izia zti aO ti oo n rg n S a tr S ntr a iO z te aa rte O g g tia g y o rn y g ni a z S n a tr iO ti z a o a rte g n tia g a on y ln 1 iC z 1 1 Sul a .1 tr 1 ti .7 1 tur a o 7 te n e g a y lC C 1 hul 1 a.n 1 tur g 7 ee C1 h1 a.O n 9 O 1.g 7 r 9 r e g g 8 a an niiz za a9 ti ti O .o o 9r n 8 n g a S aln tr C ia z ul te ati tur go yn e S C tr ha ate ng ge y 1 1.17 9.98 11.17 End-Use Satisfaction B P B R P R Fa F ca to cr t1 B o s0 r P .s0 R 4 E Fn ad ct -o Ur s se S atis fa ction  B PR Fa c tB o1 r P s 0B R .0 P F 4R a E cF tn a od c rt - s o U r s s e Sa ti s fac tio n   10. 0 4             Weakr el  a We ti We oa nk a rk el r a et li a We o tn io a n k relati on   We akr ela tion  We akrelat io n               Business Case 8.8T ransfe r E xper ie nce   10.47  Tran sf er Expe ri ence   T ra 1n 0s .4 fe 7r Experience 10.47 Lea de Me rshi d p i u m Me Reld aitu io m n Re 1 L l1 e a.a t 2id 1 o e n r Me ship d iu m R el a ti o Me n d 1 1 iu .2 m 1  Me R eld ait u io m  n R Me e la d tL i iu o em a nd  e R re s l h aitp io  n   11. 21              Organization StraO terg gy a nization S 1tr 1a .1 te 7 gy  1 1. 17      O r g aniz ati o n Stra te g y  11. 17             Conc lus S iC v tr o e C o n D n o cn g l eus c cR l ius  s ie v il o e ia S n v C tD t e ir M o o e o D n n c n a c e i k g s lc us  i i io n R s n g i ie S o v lM t n e a r t o D M a in o k ea g n ic n k i R s g i9 n ie S o .C g 7 lt n a r o t o M n in o ca g n lus k R 9 in . ie 7 v 9 g l e . a 7 tD i o en c  S i C s t ir o o 9  o n n .7 n c M g lus  R a k ie v S i ln e a t g  r tD i o o e n n c g i s  R io e  n l 9 a M . t7 i o a  n k  i n g    9 .7                      Leadership 11.21 Commun Cio cm ati m on un w C ic io th C am ti o S o m m ta nun m k w un ei ih c th a o ic ti lS d a o ta ti e B n r o k us s w n e i h iw n th o e C ils 9 th d o S s .e m 9 ta C r S 4s k m ta a e sun k h ee o C h 9 ilc d o .o 9 a e lm 4 ti d r o s e m r ns un w 9 i ic th .9 a 94 ti .S 9 B o ta 8 4 us n . 8 k w ie n h ie th  o sls d  S B C e ta  us r a s k s ie e  n h e  o s9 lsd  . 9 C e 4 r a  s s e   9  .9 4 8  . 8    8  . 8                                   knowledge is correlated hig O h O r ly g r g ato n an i z rie a zs ti ap ti oe o n cn a t l a f C lo C r ul O P ul p r tur re g o tur o a je e p n c e liC t e z C M ,h a s ti h aa up n a o O n n g n a r p g e a g g o e le a r C m n ti ul iv e zn e tur a 9 n t ti .9 9 e o .e 8 s 9 n s 8 C a , h la C a n O P n d ul r r g  g o te tur e a j e a 9 n c m .e i2 t z 3 C M a o ti h 9 r aa o i.n e 9 n n O a n 8 g a g r ta e lg e C - a m n ul e i z n tur P  a tr 9 ti o  .e o 9 j e 8 C n c a h t la  M C n  a ul gn e  tur a 9 g .2 e e 3 m C  e 9 h  n .a 9tn 8  g e    9  .9 9 8 .2  3                                                                       End-UseE S n E ad ti n -s d U f-a s U c eti sS e o a n E S In ti a n sf ti d fo a s -r c f U m a tis c o a e ti n ti o S In o n an f ti 1 o 0 T srf .e m 0 ac 4 ca h ti ti n oo o n 1 n l o 0 T 1 g .0 0 e y 4 .c 0 h 4n olo1 g0 y. 9 0 E .4 4 n 8 d E In - n U fd o s -re U m 9 S s .a 4 a eti 8 ti S o s an fti a T c s f ti e ao c  ch n tin oo nl og  y  10  .0 1 4 0 .9 0.4 4 8               TransferT E rx ap ne sf re ie rn C E T cx r o eT a p nn re c a s r ln us f ie e sn r fi e v c E r e e x E D px e e 1 p rc 0 i e ie .r s 4 n i i7 e o c n n ec T M er 1 a 0 an . k 4 s i7 f n e g r C E T ox r 1 n a p 0 c n 1 . l e 4 us 0 s r 7 f .i4 e e 9 iv 7 n r C .7 e c E o e D x n p c e l e c us r  is ie i i  o v n n e c e  D M e 1 a c0 k i s .i 4 n i o 7 g  n  M  1 a0 k  .i 4 n 7 9 g  . 7    9  . 7                                   OC FactorsO C Fa ct o O r sC F a ct  oO r sC  F a  ct  o r s   O C  F a  ct orO s C  F  a c tors                      LL ea ed ad er es rh sh iC p L ip o e m ad m er un sh C iL ic p o e a m a tid o m e nr un 1 s w h 1 1i i.i 1 c th 2 p .a 1 2 ti 1 So ta nk w e1 h i1 th o .2 l d 1 Se ta rs k e1 h 1 C o .9 o 2 ld .m 1 9e 4 m r s un Lea ic d 9 a .e ti 9r4 o s h ni p L w e ia th d  e S r ta sh k ie p h  o lde r 1s1  .2 1 9.94 1 1.21               Organizational Culture Cha O nr O g ge r a g na iz na iO z ti 9 a ro .O g ti 9 n a o 8 r n S g n itr a z S n a a tr ite ti z a o a g te n ti yg a o y ln C Sul tr tur ate e g1 y C 1 1 h . 1 1 a 7 . O n 1 g 7 r e g a n i1 z1  a.O 9 ti O 1 .7 o r 9 r g n O g 8a a r S n n g tr  iia z z a n  a a te i ti ti z  g o o ay n n ti  a o Sln tr  C a S  ul te tr tur a g  te y  e g 1 y 1 C  . 1 h 7 a n  ge  1 1  . 1 1 7 1 .9 1 .7 9 8                                     End-Use Satisfaction B PR FactB or P 1 B sR 0 P . 0 R F4 a F ca to cr tB o s r P sR E Fn ad ct - o Ur s se S a tis B faP cR ti o F n a ctors  E nB d 1- 0 P U .R 0s 4 e F a S c a tti o s r f sa ction  10. 0 4            Transfer E We xpea rk iern ec l e a We tioa nk re T lr aa tn io 1 s0 n fe . 4 r7  E x We pera i e kn re ce la ti on  Wea 1 k 0.r4 e7 l a We ti oa nk  re  la t We T i o r a n a n k sf re erl a E t x i o p n e rie nc e  10. 47              When L e re av die erw sh in ip g FigurL e e5 a,d it er is s h s1 i ep 1 e .n 2 1 th at th e l eade1 r1 s. h 2i1 p co n s truc Wh  t i s e h n i g rh ev ly ie  c w o r in rL e gle a F a te id g d e ur r se h i5 p , i t Wh i s se e e nn r e th v Wh a i e t w th e 1 in n e 1 g .r l 2 e e 1 F a v id i g e e ur w r sie h n  i 5 g p ,  F ic t io g in s ur s s tr e ee uc 5 n , t i th t is ia sh t s i th e ge h en lly e th a cd a o t r er r th e slh e ai te l p e d a cd o n er ss tr huc ipt cio sn h sitr gh uc ly t ics o h r r ie glh alte y d c o rrel ate d  Medium R e Me latd io iu n m Me Reld aitu i o m n Me Reld aitu io m n R ela ti o Me n  di u m R Me  e  la d ti i u o m n   Re  l a t i o  n                          Informati In oIn fn o r f T o m e rc a m h tia n o ti o n In o l o T n fg e o T y c re h m c n a h o ti n lo o og n lo y T g e y 9c . 4 h8 n In olfo og r 9y m .4 9a 8 .4 ti 8 o n Tec 9h In .4 n8 fo o lro m gy ati on Tech9 n.o 4l8 o gy 9.48 tion. End-user satisfaction is c C o o rn re cl la us te iC d vo e h n D iT c g ransfer l e h us cliy s iv i C o to eo n Experience C D n rM o e c en s lc a us p c ik s leus i i ic o n v t n e g if v o D M er e D a p ck e ie s ic o n iio p s g 9 n il 10.47 o .e C 7 M ,n o i n M a nk n ca l io us n k v 9 g ia n . i 7 v ti C g e o o n D n c e alc n us i9 d s . i i 7 o v 9 o n e .ut- 7 D M ea c k is i n io g  n  M a  k i n9 g . 7   9 . 7                           CC om om m m un un icia cti ati oo nn w C w io th im th S m B ta Sun us ta kk e iin h e ce C a h os ti l o o s d o lm d e C n r e m a s w rs s un e i th ic 9 S a .9 9 ta ti .4 9 o k 4n e C h w o oilm th d e m  B r S s un us ta 8 .8 k iin e ce a h 9 C s ti o .9 s o o l 4 d C m n e a m w rs s e i un th i S c9 a ta  .ti 9 B k 4 o us e n hi  o w nle d i s th e s  r C S s8 ta a . 8 sk e  e 9h  .9 o4 ld  e r s  9  .9 8 4 .  8                                                                       Organiza O ti r O o gn r ag a na li z n C a iul z tia o tur O ti no r ag e n l a a C C n l h ul iC z a P tur ul a n rti g o tur o e e je n c C e a t h lC M C ah P n a ul 9 a r g n .n o tur e 9 ag j 8 e g e c e e t m C M e h 9 n aa .n t9 n 9 a 8 .g 9 g e 8 e me O nrtg 9 O .a 9 r 9 n g 8 .i2 a z3 n a i ti zP o ar n ti o a o j9 l e n .c C 2 a t 3 ul lM C tur a ul n tur e a g C  e e h m C ae n h n g ate n  g e  9  .98 9 .9 98 .2 3               End-UseE S n ad ti-s U fa sc eti E So a n n E In ti d n s -fd f U o a-r s c U m e ti so S a en a ti S ti o a s n ti 1 f a 0 T sc f .e 0 a ti c 4 c o h ti n n o E o n n 1 l o d 0g .- 0 U y 4 s e E SIn a n 1 ti d 0 f 1 s o . -0 f U 0 r a 4 m .9 s 0 c e .ti 4 a 4 o ti S 8In n a o ti n f  s o T fr  a e m c c  ti a h o ti n n o o n l  o 1 T g 0  e y . 0 c 4 h  n  ol  o 1g 0  y . 0 9 4  . 4 8    9  .4 8                                                                                    TT ra rn an sfse fr e r E E T xp x ra p en r eis r e f in e e C n r c o e c E T n ex r c a p ln us es rf iie e v C n r e o c E D n ex c e 1 p lc 0 1 us e i.0 r s 4.i i i7 4 e o v 7 n n e c D M e ea c 1 k i0 s in .i4 o g 7 n Ma1 k0 in .4 9 g T 7 C . 7 r o a n ns cf lus er 9 iE v .T x 7 er p a D e n r es ic e fie n sric o E en x p M ea ri k ein nc ge 10.47 9.7 10.47 Communication with Stakeholders L e C L a o e d m a 9 ed .r m 9s e 4 h r un s ip hiL ic p e a a ti d oe n r s w hiith p S ta1 k1 e1 . h 2 1o 1 . 2 l d 1e rs L 1 e1 C a  .d 9 o 2 .e m 1 9r 4 s m h un L i  p e a  iL c d e a  e a ti rd o s  e h nr i  s p w h  iith p  Sta  1k 1  e . 2 h 1 o ld  e  r 1 s1  . 2 1 1 1 .9 2 .1 9 4                                     When reviewing Figure 5, it iO s r sg ee an n ith zaa O ti t o r O th g nr a e S g n l tr a ie z n a a a ite d z ti e a g o O r ti y n so r h S g n itr p a S n a c tr ite o z a n a g te ti s y tr g o 1 y n uc 1 S . t 1tr 7 i s a te h O ig g r1 y g h1 a l1 . y n 1 1 i 7 c .z 1 o a 7 rti re o l n a  te 1 S 1 tr  d .1 a O 7 te rg g  y an  iz  a ti  o n  S  1 tr 1  a . 1 te 7  g y        1  1. 17                                  Organizational Culture Change 9.98 Organizational Culture Chan O g re g aniza9 ti.o 98 n al Culture Change 9.98 to thE re ne d -e U le se m S ea nti ts s B :f P ar c R e ti sF o p a n ec ctt B o r P fso R rE Fn p ad c et - o 1 o U p 0 rs l .s0 e e ,4 S a in tin so B fa v P ca R ti ti o o F n n a c , t o ar n sd s up B1 to P p 0R .o 0 th r F 4 ti a r v c e e te B o n r P e e s s R l s e . m F a T e E cr n tn a o ts B n d r:s - s P U f R r ee s r e s Fp a o S e c f a c t ti o t s r to f s fa o c rth ti o p r e n ee o p to e ll e e ,th  m  ir n ee n n ets o 1 v :e 0 a l. r e t 0e im 4 o s n p e ,n e c ts a t :n  f d r o e rs s p up  p ee cp o t o p r f lo e ti ,r v e i p n ne n e o s op s v . l a et T ,i o ria n n n ,n so f ae v n ra d t i o o s fn up , p ao nr d ti v se up  n ep so s.r tiT vre an ne ssfs e.r T orf a nsfe r of Transfer Exper ien We T cr ea a nk sf re erl  a E tx i We o pn e 1 ra 0 ie k .4 n r7 e c e l a We tioa n k r el a We ti 1 o 0a n . 4 k 7 r ela ti o n  We  ak re la t We T i o r a n a n k sf re e rl a E t x io p n e rie nc e  10. 47             Project M Pa rP o nr ja e o g cje e t c m M t e M an n P t a a r n g o a e je g m c et e m M ne tn an t a 9g .2 e3 m eP nr to 9 .j2 e 9c 3 .2 t 3 M an a g 9 e .2 m P 3 e r o n jt e c  t  M a n a  g e 9 m .2 e 3 n  t     9 .23                      When reviewing Figure 5, it Wh is se ee nn r e th v Wh a ie t w th ein n e g r le e F a vid ig e e ur w rsie h n i 5 g p , F ic t io g in s ur s str e ee uc 5 n , t i th t is ia sh t s i th e ge h en lly e th a cd a ot r er r th e slh e ai te l p e d a cd o n er ss tr huc ipt cio sn h sitr gh uc ly t icso h rr ie glh alte y d co rrelated Informati In ofn o r T m ec ah tin In oo n In flo o T r fg e o m y c ra h m ti n a o o ti n lo o T g ne y T c e h 9c .n 4 h o 8 n l In o og lfo o yg r 9y m .4 a 8 ti In on fo T r 9e m .4 c 9a h 8 .4 ti n8 o o n l o  T g e y  c h  n o l o  gy  9 .4 8   9 .4 8                           CC on on clcus lus iv iv e e D D ec eicsiiC so io n on n M c M la us k ak i in v in e g C g D oen cc is lus io9 n iv .9 7 M e . 7 D ak eicn iC s gi o o n n c M lus ak iv 9 i n e . 7 g D C e oc n ic s l ius o  n9 i v M .7 e a  D k e i n cg is i on  M ak 9 .i7 n g   9 .7                     End-Use Satisfaction 10.04 Commun Cio c C m ao ti m m on un m w un ic ith C a ic ti o a S o m ti ta no m k w nun e iw h th o i ic th lS d ata ti e B Sr o k us ta sn e k i h w n e o e h ils 9 th d o s .e l9 d B C r S 4s e us ta a rs s k ie n e e h 9s o .9 s 9 l 4 d .C 9 e a 4 rs sC e o m C 9 o m  .m 9un 8 4 m . 8 iun c ati i  co a  n ti B 8 o us w . n 8 i i th  w ne  iS s th s ta   C S k  ta a e  s h k e  o e lh d o e  lrd s e   r s  9  .94 9 .98 4 .  8                                     Organiza O ti ro gn aa nli z C aul O tio r tur O g nr a ag e n l a iC C z nh ul a iz ti a P tur a n o rti g o no e e ja e n lc C a C t h lM ul C an a tur ul 9 g O n .tur e 9 a r e 8 g g C e a em n h C ia e z h n 9 n a a .g O t ti 9 n e 8 o r g g n ea a n l iC z 9 ul a P .ti 9 r 9 tur 8 o o .9 j9 n e 8 .e a c 2 lt  3 C C M h ul P a  an r n tur o  g aje e g  e c e t C m  M h ea  n an 9 n t  .g a 9 e g 8 e m  e n 9 t  .9 8 9  .2 3    9  .2 3                                   EE nn dd -U -U se s e S E a Sti a nti s dfs -a f U c ati s ce ti o n o E Sn a nti ds -f U as ce ti o Sn ati 10 1 sf .0 0 a .4 0 c ti 4 on 1 0 . 0 4  1 0  .0 E 4n  d -U  s  e  S  E a n ti  d sf -  a U c s ti eo  S n a ti s  fa  cti o n   1 0  .0 4   1  0. 04                              InformatiIn on fo T re m ca hti no on lo T ge yc hnology 9.48In form 9.a 4ti 8 on Technology 9.48 to threeC o en lec m lus en iv ts e: D re ec sp ise io ct n M for a kp in e T g o r T p an r le a s,n f e sir fn e C E n 9 rx o o .E T 7 p n v x re a c a p r ltn us i e ie o s rn f n iie e v c ,n r e e c a E D e n x e d p c e ir s si i up e on n p c M e o 1 r0 a ti 1 .k 4 v 0 i7 n e . 4 n g T 7e r s as n . s 1 f T e 0  r r .a 4 9 E T n 7 C .x 7 r so a p fT e n n e r r s c r  a f l i n e us e o  n r s f f i c E  e v e x r e p E  D e xr e p i c e e i n r s i ic e o e  n n c  M 1 e0  a . 4 k 7 i ng   1 0  . 4 1 7 0 .4 9 7 . 7                                     LeadershL ip eL ae da e d rs e h rs ip hL ip e a der 1s 1h . 2 ip 1 1 1 1 . 2 L 1 1 .e 2 a1d e r s  h 1 i 1  p .2 1   L e  a d   e r  sh  i1 p 1  . 2 1        1  1. 21                                  Co km no m w un led icg ae ti o is n cw or ith rel S ate tad ke h hio glh dle yr s to re9 sp .9e 4c t C foo rm pm eoun ple ic , a sti up on p o w ritth ik v n e Sn o ta e w s kl s e e ,h d C a o g n o le d d m e is te m r sc a un o m rr i c o e 9 a lr .a ti 9 ie te 4 o n n d ta w h - iig th k h n lS y o ta w to kl e e rh d eo s g k p le n d e o e ic s r w t sc f lo o er d rr g p e 9e le .a 9 o ite 4 s p d lce o ,h rs irg up eh la lp y te o d to rt h i v rie e gs n h p e le y sc s t to , f a o n rr e d s p p te ee o a cp m t lf e o o , rr s iup p ee no p ta p o -lre t,i v se up nep so s,r ta in ve dn te esa sm , a o nr d i ete nta am - orienta- Organizational Cultur Ore g C an hiO a zn a rO g g tia e o rn g nia z S n a tr iti z a 9 o a te .n ti 9g a o 8y ln C Sul trtur ate Oe g r y g C a 1 h n 1 a i. z n 1a g 7 ti eo n 1 S 1 tr . O 9 1 a .7 te r 9 g 8 g a y n  i z  aO ti O  o r rg n g a aS n n tr  i1 i z z a 1  a a te .ti 1 ti O g 7 o o r y n n g  a S aln tr  C ia z  ul te a ti tur g o yn  e 1 S 1 C  tr . 1 h a 7 a te n g ge y  1  1  . 1 7 9 .9 8  1   1. 1 7                               End-Use Satisfacti E o n n B d - P U Rs e F a Sc atti os r1 B f sa 0 P c .0 R ti4 o F n a ctB or P sR Fac1 t B o 0r . P 0 sR 4 F a c to rs  B P R Fa E c tn o B d r- s P U Rs  e F a S c a tti o s rf sa c tio n  10. 04             BusinessB C us B aus s in ee i n se s sC s a B C sus a es ien ess C 8.a 8s e 8 B . 8 us 8 . to 8 in e th ss r e C e8 a  .s8 e e l e m B e us  nts i  n:e s rs e  s C p a  e sc 8 e t. 8 to f  o r th p r e ee o p to e l  l e  e , th m i8 r n e.e n n 8e ts o v :e  a l r e te i   m o sn p  e ,n e c ts a t :n  f d r o e   rs s p up p e e cp o t o p  r f lo e ti  ,r v e ip n n e n e o  s op s v  .l a et T ,i o r ia n n n ,n s o f ae v n ra d t i o o s f n up , p ao n r d ti v se up ne p so s  .r ti T vre an ne ssfs e.r T orf a n sfer of Project M Pa ro nja eg ce t m MP e an r n P o ta r je g oc e je t m c M t eM n an t a an ga 9 eg .m 2 e3 e m ne tP n r t Wh o 9 .j2 e c 3 e t nM rP e av r n o 9 ia e .j2 e g w 9c 3 e .2 i t m n 3 M g e n a F n t i g a  ur g e e m 5 e ,n i  t t Wh i  s9 s e .2 e n 3 e  n r e th  via e w t 9 .th 2 i n 3 e g   l e F a i Wh g d ur e  re e sn h 5  i,r p e i  t v c io  is e n w s se tr ie n uc n g th   t Fi ia s gt ur h th i g e e  h  5 ll,e y  i a t c d io e sr rs r s e e h e l  i a n p te  th c d o a  n t s th truc e l t ea i s d h er ig sh h ilp y  c c o or nr se tr l  a uc te t di s h ig hly correlated In In fo fr om rm ati ati on on T T ec eh ch n In n ofl o o o lrg o m g yy a ti on In T fe oc rh m 9.9 n 4 a .o 8 4 ti l 8 o o g ny T e ch In nf o olro m g 9y a .4 ti 8 o nIn T e f o cr h  m 9 n .o a 4l ti 8 o o g n y  T ec h n  o l o9 g .y 4 8    9  .48                                                            ConclusOr iC vganizational o e C n D o cn l eus c cl ius s iv io e in v C D Cultur eM o e D n c a c e ik s lc us e i iio n s Change n g i io v M n e D M ak ea icn k is g i9 n i o .9.98 g 7 n Mak9 in .7 9 g . 7 Co 9n C .7 c o ln us clius vei v Dee c D is eico in si o M na M kia nk gi ng 9.7 9.7 Commun Cio cm ati m on un w C ic io th C am ti o S o m m ta nun m k w un ei ih c th a o ic ti lS d a o ta ti e B n r o k us s w n e i h iw n th o e C ils 9 th d o S s .e m 9 ta C r S 4s k m ta a e sun k h ee o C h 9 ilc d o .o 9 a e lm 4 ti d r o s e m r ns un w 9 i ic th .9 a 94 ti .S 9 B o ta 8 4 us n . 8 k w ie n h ie th  o sls d  S B C e ta  us r a s k s ie e  n h e  o s9 lsd  . 9 C e 4 r a  s s e   9  .9 4 8  . 8    8  . 8                                                                                    knowledge is correlaO te O rd g r g a h n a in g izh ia zlti a yO ti o to o n rg n a r a l a e n C ls iC p ul zul a etur O c titur t o rf g e n o a e a C rn l C h p iC z h a e P ul a n a o rti n g o p tur o g e jle e n e c ,e a t s lC M up C h P a ul 9 a p r n .n 9 o tur o 9 a .g jr 8 9 e g e t 8 c e i e t v m C e M e n h n a e an t s n 9 s a .g ,9 g e a 8 e n m de O n te rtg 9 a .m a 9 9 n 8 .i2 o z3 ra i ti eO n P or ta r n g o a -a j9 l en .c C 2it 3 z ul M ati tur ao n n e aa g C le h C m a ul e nn tur gte e Cha 9n .9 g8 e 9.23 9.98 Information TechnologyE n E d n -d U-s U e sS 9 ea . 4 E S In ti 8 a n s f ti d fo a s -r c f U m a tis c o a e ti n ti o S o n an ti T sfe a cch ti n oo n 1 l o 01 g . 0 0 y 4 . 0 E 4n d- U 1 s 0  e.9 0 E S .4 4 a n 8 ti d E In s - n f U f  a d o s c -r  e ti U m o S s a n a eti ti S  o s an f ti a  T c s  f ti e ao c ch  n tin o  o 1 nl 0  o . 0 g 4 y    1 0  . 0 1 4 0 .9 0 .4 4 8                                     tiC on on . E cln us di -v us e e D r e sc aiti siso fn ac M tio an k iin s T g r c a on rr se fe la rte E T 9 d x r .T 7 a p h n rea is r g n f ih e e sn r lfy e c C E r e to x o E T p n x r r e c a p e r ln s us i ee p s rn f i e ie e v c cn r e e t c E f D e o x 1 e r p 0 c.p e i 4r s e 7 i ti io e o o p n n n l c T e M .e r 1 , E a 0 a i n n n 1 . k 4 d 0 n s i7 f n .- o 4 e us g v 7 r C a e E o ti rx n o p s c  n a 1 l e us ti 0 r  a.is n 4 e 9 if v 7 d n a .T 7 e c c r o ti e  a D ut- o n e n s cf  ie is s r ti i  o c E  o n o x n r  p M .r e e E  1 a l r n a i 0 k  e d te .i n 4 n ti - d 7 us c g  o e n h e  .ir g E  s h n a l  y d ti - s to us 9 f  a . 7 c e r  ti e r 1 s o s 0 p n a . e 4 ti c i7 s s t f  c f ao o c   r r ti r p o e n e la o  i te p s  l d  c e o , h  r iir n g  e n  h lo a l  y te v a d to  ti h o  r  n ie g  s  h a p n le  y d c t to  o fut- o  r r e s p p ee o cp t  lf eo  , ri n p n eo ov p a l e ti , o in n n ao  nv d a  o tiut- o  n an d  out-                                         Communication with Stake C L h o e o m a ld d m e er r un s s hiL ic p e a a 9 tid .o 9e n 4r s w hiith p S ta ke1 h L 1o .e 2 la d 1 d e e rs rs h 1 i 1p .k 9 2 n .1 9 o 4w  l L e e d C ag d o e e m r i s s m h c un L io p 1 e r 1 a r i c .e d 2 a l e 1 a ti r te o sh n di  p L w h e i ig a th k h d n le S y o r ta  s w 1 to h k 1 li e .e p r 2 h d e 1o s g k p le n d e o e ic s r w 1 t  s1 c f lo .o e 2 r d r1 r g p e 9e le .a 9 o ite 4 s p d 1 lc e 1 o ,h . r 2 s ir1 g up e h l a lp y te o d to r t h i v r i e e gs n h p e le y s c s t to , f a o n rr e d s p p te ee o a c p m t l f e o o , rr s iup p ee no p ta p o -lr e t,i v se up nep so s,r ta in v e dn te esa sm ,  a o n r d i ete nta a m - orie nta - Organizational Cul Or tur gae n iC zh ati a O n org n ge a a ln C iz ul ati tur 9o .O 9 n e 8 r S g C tr ah n a a ite z na g g O ti e yo r g na S ntr i z 9 aa .te 9 O ti 8 g o r 1 y g n 1 a S . n 1tr i 7 z a  a te ti g oy n  1 S 1 tr  .O O 1 a 7 te r r g g g a a y n n  i1 i z z 1  a a .ti 1 ti O 7 o o r n n g  a S aln tr  1 C ia 1 z  ul te . a 1 ti tur g 7 o yn  e S C  tr h  a a te n  g ge y  1  1  . 1 7 9 .9 8  1  1. 1 7                               to three elements: respectto f oth r rp ee e op elle em , e in nn ts o:to v a r e tth iso p n re e ,c et a n e fo l d er m sp e up e no ts p p o : lr er ti ,e v sie p nn e ne c os tv sa .f o tiT r o rn a p ,n es o afn p ed r le ,o sf up i nn p oo vra ti tv io en n,e sa sn . dT rs aup nsp fe o rr ti o v fe ness. Transfer of BusinessB C us as in ee ss B Cus a Bsus ien e in se s sC s a C 8 s.a e 8s e 8 B . 8 us iness 8  B C . 8 us 8 a .s8 ien e s s  Ca  s e   8 . 8   8 . 8                           PP ro rjo ejc et ct M M an an ag ag em em P en e ro n t jte ct Man Pa rg o9 e je .9 m 2 c .3 2 t e 3 M n t anag e m P e ro njte 9 c .2 t 3 M an P a g ro e j9 m e .c 2 et  3 n M t  an ag e m  e n9 t  .23    9  .23                      Wh   en r ev Wh ie  w  ein n g r e F  viig e  ur w i en 5 g  , F i  t ig i s ur se ee 5  n , i th t Wh ia st s th e ee n e n r l e e th  a v d a i e t ew r th si h n e  i g l p e   F a cid o g n e ur r s s tr e h  uc  i 5p ,  t i c t io s i  n sh s s i  tr e ge h uc  n ly t th icsa o h t rr i th e gl h e a lte ly e d a cd o r er re slh aite p  d co nstr uc  t i s h ig h ly c or r el ated Informati In oIn fn o r f T o m e rc a m h tia n o ti o n In o l o T n fg e o T y c re h m c n a h o ti n lo o og n lo y T g e y 9c . 4 h8 n olog 9y .4 98 .4 8 9In .48 fo In rf m or am tio an ti o Tn e c T h en co hln oo gly o gy 9.48 9 .48 ConclusiC vo en D cl eus cis iv iC o eo n C D n M o c en lc a us c ik s lus i i io n vn e g iv D M e e D a ck e is icn iio s g 9 n i o .C 7 M n o M a nk ca l ius n k9 g in . i 7 v C g e o D nc elc us i9 s . i i7 o v 9 n e .7 D M ea c k is i n io g  n  M a  k i n9 g . 7   9 . 7                           tion. End-user satisfaction isCommunication correlated hig with hlyStakeholders to respect for9.94 people, i n n ova ti o  n an d o  ut-                                             CC om om m m un un ic C ia co ti am ti oo n m n w un w ith C i ic th o a S m ti ta So m ta k nun k e w h eh o i ic th l o d a l ti d e B Sr o e us ta s r n s k i w n ee h is 9 th o s .9 l9 d B .C S 4 9e us ta a 4 rs s k ie n e e hs o s 9 l d .C 9e a 4 rs sC e om9 m .9un 8 4. 8i C ca oti m om n B 8 un us w .8i ith in ce a S s tis ta o C n k a e w s he io th ld S er ta s keho 9l .9 d4 e rs8 .8 9.94 Project Managem O en r O g t r ag na iz na iz tia o O ti no r ag n l9 a a C .n l 2 ul i3 C z P tur ul arti o tur o e je n c C e a t  h lC M C a h n a ul a g n n tur e ag g ee e m Ce O h 9 n a r .t9 g n 9 8 .a g 9 n e 8 i zaO ti o r g 9 n O  .a a 9 r 9 n lg 8 .iC 2 a z3 n ul a i ti z tur P o  a r n ti o  e a o j l e C n  c C a h t ul la  M C n tur  a ul g n e  tur e a  g C e e h m C a  e n 9 h n .g a 9 te n 8  ge   9  .9 8 9 .9 98 .2  3                                     End-Use E Sa n E ti d n s -d f U a-s c U e ti so S en a E S ti a n sti d fa s -c f U a ti s c o e ti n o S n a 1ti 0s . 0 fa 4 c tio En n 1 d 0 1 . -0 U 0 4 .s 0 e 4 S a ti  1 s f 0  a .0 c ti 4 E o n n d -  U  s e  S  a ti s  f1 a 0  c. ti 0 4 o  n        1  0. 04                                  Information Technology 9.48 Information Teti ch on no . lE on gd y- useIn r s fa oti rm s 9f.a a 4c ti 8ti oo nn T ie sti c c h o o n n ro .r l e E o ln a gd te yti - d us o n h e.ir g E s h n a ly d ti - s 9 to us f.a 4 c e 8 rti e r s o s p n ae ti c is s t f c f ao o cr r ti rp o en e la o i te p s l d c e o ,h r iir n g e n h lo a ly te v a d to ti h o rn ie g sh a pn le y d c t to o fut- o rr e s p p ee ocp t lf eo , ri n pn eo ov pa le ti,o in n n ao nv da o tiut- on and out- Conclusive Decision T M ran ak sf ie n C rg o E T n x rc a p ln us es rf iie e vn 9 r e .c E 7 D e x e p ce ir si ie on n c T M e r a an 1 k0 s if n . 4 eg 7 r Exp1 e0 r .i 4 e 9 T 7 n .7 r ca en s f e  r E T C x r o a p n n e s c r  1 f l i e us e 0  n r .4 i c E v 7 e T x e r p  a D e n r e s i c e f  ie n s ric o E e n x  p M 10 e  a r . 4 i k e 7 i n nc g e  1 0  . 4 7 9 . 7  1   0. 4 7                               Communication w Cio th m S m ta un keih ca oti ld oe n r s L w e ia th d9 e S .r 9 ta s4 h k ie p h L o ela d Wh  d ee r s res n h L irp e e 9 Wh v a .9 id Wh e 4 e w e r 1n s i1 e n h . r n 2 L g ie p 1 e v rF e a iie v d g Wh w ie ur er i w s n e e h 1 g i n 5 n i 1 C  p ,F g .r o 2 i ie t g m 1 F v i ur is ig m e s ur e w un L e  5 1 e i e en ,1 n a  i 5 c g i . d 2 t th ,a e 1 F i i ti s t r Wh a io s g i t s  h s n ur e th i e s e p L w 1 e e n e n e 1 e  i 5 l a th .th n r e 2 ,d e a 1 i a th v e S t d t ir ta ia e e s th sw t r h k s s  e th ie h i e p n h l e i e e p g n o Wh a l le F c d th d a o ie e g d a n  e r r 1 ur t s e n s s1 h  tr r th .e r s i2 uc e p h e 1 5 v i ,c l p 9 t i e i e o . it a 9 c w s n i d 4 o  s s h i n e tr 1 n is  r s g 1 g e uc s tr .h e h 2 F uc n lt i 1 y ip g ith  s t c ur c o ih a o  s r e t in r g h th s e 5 h itr l,g a l ei y h uc  te t l le c iy  d  t s a o ic d r s  s  o r e e e h r e r l r  n i s a e g h te lth h i ap l d te a y   c t d c o  th o  nr e sr tr e le luc  a a te d  t e d ir s  s h h iig ph  c lo y  n c s o tr rr uc  el  t ate i s d h igh ly  c o rr  el  ate  d   knowledge is correlated hig kh nlo yw to le d re gse p e isc t co fo rr re p k la n ete o op w dl e lh e , id g sg up he l y p i so to c r t o r ir v ers e ep n la e ete c st sd ,f o a h r n i d g ph e te lo y a p m to le , o rse rup i se p n p eta c ot r -tfio vre n pe es os p , la en , d sup tep am or to iv ri ee n n eta ss-, and team orienta- to three to el eth mr ee nets :e lr ee m sp en ec ts t : fr oe rs p p ee co t p to f lo e ,rth ip r ne e n e o o p v e la l ee t,i m oin n e,n n ts o av :n a d r t e io s sn p up ,e cp a t o nr f d o ti r v s e up p ne ep o so p s.r l e tiT ,v re ia n n n n ess o fs e v .r a t T i o o rfa n n , sf ae n rd os f upporti veness. Transfer of BB us us in in es es s s C C as ae s e Business Ca B 8 sus .8 e 8. 8 in ess C a se B us 8 . 8 i n ess  C a  B s8 e us . 8 i n e  ss C as e 8 .8    8 .8                                                            Project M Pa rP o nr ja e o g cje e t c m M t e M an n P t a a r n g o a e je g m c et e m M ne tn an t a 9g .2 e3 m ent9 .2 93 .2 3 Wh 9e .2 n P 3 r re o P v je r ic o et w jeM c in t ag M n F a ag in g e a ur m ge e em n 5t,e in t t Wh i s se ee nn r e th v 9 Wh a i.e 2 t w 3 9 th e .2 in n e 3 g r le e F a vid ig e e ur w rsie h n i 5 g p , F ic t io g in s ur s str e ee uc 5 n , t i th t is ia sh t s i th e ge h en lly e th a cd a ot r er r th e slh e ai te l p e d a cd o n er ss tr huc ipt cio sn h sitr gh uc ly t icso h rr ie glh alte y d co rrelated Informati In ofn o r T m ec ah tin In oo n In flo o T r fg e o m y c ra h m ti n a o o ti n lo o T g ne y T c e h 9c .n 4 h o 8 n l In o og lfo o yg r 9y m .4 a 8 ti In on fo T r 9e m .4 c 9a h 8 .4 ti n8 o o n l o  T g e y  c h  n o l o  gy  9 .4 8   9 .4 8                           CC on on clcus lus iv iv e C e D o D n ec c el ic us siiso i in o v C n eM o D M na c e k a lc us k iin s in g i io v g n e D Mea ck is i9 n io .9 g 7 n . 7 Makin 9 g . 7  C o 9  n .7 c lus iv  C e  o D n ec c lius s  io i  v ne M D a e k c  i is ni g o n M a k  i n 9 .g 7    9. 7                   Conclusive Decision Making 9.7 Business CaC seo C m om mun mun icC a ic ti o a o m ti no m w n 8un . i 8 w th i ic th S ata ti B So k us ta n e k i h w n e o e h ils th d o se l d C r S s e ta a r s s k C e e o h 9 m o .9 9 lm 4 d .9 e un 4 r sC i co a m C ti 9 o o m  .m n 9un 8 4 m w . 8i iun c th a ti i  S c o a ta  n ti B k o us w e n h ii th  o w nle d iS s th e s ta  r  C S s k ta a e  s h k e  o e 9 lh d .9 o e4 lrd se   rs   9  .9 4 9 .98 4 .  8                                     Project Managem O en rg t anizaO tio r O g nr a ag n l9 a iC .z n 2ul a i3 z ti tur a o O ti no r e ag n lC a a C n h l ul iC a zP n tur ul ar g ti o tur e o e j e n c C e a t h lC M C ah n 9 a ul a .g O n 9 n tur e a 8 r g g g ee a e m n C ie z h 9 n a a .t ti 9 n 9 8 o .g 9 n e 8a l C O ul P  r r 9 tur g o  .9 a j9 e 8 n .e c 2 it 3 C z  M a hti a  ao n n n  g a a e g  l e C m  ul e  n tur 9 t  .9 e8 C  h  a n  g  e 9   .2 3  9  .9 8                                                                         Information TechE nn od lo -g U y s e E S In a nf ti d os -rf U m as ca 9 e ti ti . 4 o S o 8 n an ti to T s fe ath cch ti r n e o E o e n n to l o d e 1 g to -lU 0 y e th . m s 0r th e 4 e e S e n re a ts e ti e: l 1 s to e e f 0 r m a l .e e 9 0 c E s th e m .ti 4 p 4 n n o 8 r e e d ts e n c n - e :t U ts r :s f e e o e ls r e r E S p e m a s n e p p e ti c d e In n e t s - o c f U ts f p a t f 1 o to :o s c l0 r e e ti r f m .r ,o 0 o S e th r 4 E p a n a i s n ti n e p r ti p e n o d o e se e o p c n f - o a U t v l  e T p c e a s ti ,l f l e t e e o e i o c m i o ,r S h n n n a n e n ip ,n ti n o o 1 to e n s ts l 0 v a o o fo .n a a :p 0 g v th t d c 4 l y ia r ti e o e r t,o n s i e so n up e ,p i n n  e 1 a , n e c p 0 n t l o .o a e d 0 v r n m 4 f ti a o d 9 s t e v r iup .n o e 4 sts n p n 8 up p e ,e :1 s o o 0 p s a r r p ..e o n ti 0 ls r 4 e d v T p ti , e  r e v n a s ic e n up e n tn s n ss e f f o p .e s o v o s r r T a . r t ti r o p i T a v o fe n r n e o a s n ,p n fe e l s a s e r fn s ,e .d r o i f n T o s n rf up a o  n vp s afo te ir r o ti nv o , e f n an e s ds . sup Tra p n os rfti e r v eo nfe ss . T rans fe r of  Conclusive DecisiC oo nn M cla us ki in v T e g r a D n escfie sri o E 9 n x . T 7 p M rea a rn i k e s in f n e c g r e E T x ra pn es rf i ti e e 9 o n r . n 7 c E T .e x r 1 E a p 0n n . e 4 d s r7 f i -e e us n r c e E e rx p s a 1 eti 0 r  .is 4 e f T 7 n a C r c co a ti e n n o s c  n 1 f l us e 0  ir .ti s 4 i E o v 7 c T x n o er p . r  a D r e E n e r e n 1 s li c a e f d 0  ie te n s . - r 4 i us c d o 7 E e n e x h  r p M i g s e  h a a r i ti k l  e y i s n n ti f to c a g o e c n ti r  1 .e o 0 E s  n p . n 4 e i d 7s c - t us 9 c f o . o 7 e r  r r r 1 e p s 0 la e a . 4 o te ti7 p sd f l a e h c ,   iti ig n o h n n lo y  iv sto a   c ti o r  o  r e n r s e p  a le a n  c te d t d f o o ut- h  r  i g p h eo l y p lto  e ,  r in e s n p oe v ca t   ti f o o r n p ae n  o d p  o l e ut- , in no  v a tio  n  a n d  out-  When reWh view en in rg e k v F Wh n iie g o Wh w ur w ein n le e e g r n d 5 e ,F g k v r ii e e n i t g e v o ii ur w s i s w e s ie c w n le o e 5 e g 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r,r e aln ad te te d am orienta-  to th re e  e le m e  nts  :  r e  sp  ec t to f  o r th p r e ee o p to e l  l e  e , th m ir n ee n n ets o v :e  a l r e te i  m o sn p e ,n e c ts a t :n  f d r o e  rs s p up p e e cp o t o p  r f lo e ti  ,r v e ip n n e n e o  s op s v  .l a et T , i o ria n n n ,n s o f ae v n r a d t i o o s fn up , p ao n r d ti  v se up nep so s .r ti T vre an ne ssfs e .r T orf a n s fe r of BusinessB C us B aus s in ee i n se s sC s a B C sus a es ien ess C 8.a 8s e 8.8 8 .8 8.8 Bus Bius neisn se C ss a s C ea se 8.8 8.8 Project M Pa ro nja eg ce t m MP e an r n P o ta r je g oc e je t m c M t eM n an t a an ga 9 eg .m 2 e3 e m ne tP n r to 9 .j2 e c 3 t MP ar n Wh  o 9a .j2 e g 9c 3 e e .2 t m n 3 M r e e n av n t Wh ia e  g w e eim n n g r e e n F v ti ig e  ur w 9 .2 i en 3 5 g  , F i  t ig i s ur 9 s .2 e e3 e 5  n , i th t Wh ia st s  th e e e n e  n r l e e th  a v d a  ie t ew r th si h n e i g l p e   F a cid o gn e ur r ss tr e h  uc  i 5p ,  t ic t io s i n sh s s i  tr e ge h uc  n ly  t th ic sa o h t rr i th e glh e a lte ly e d a c d o r er re slh aite p  d c o n str  uc t is h ig hly correlated                                   In In fo fr om rm ati ati oIn n on f T o T e rc e m h ca h nti n oIn o l oo n lfg o o T g y re y m c a hti no on lo T ge y 9c . 9 4 h .8 4 n 8o logy 9.48 9In .48 fo rmatio In nf T oe rm cha n ti oo lo ng T ye chnology 9 .48 9.48 Co C Information no cn lus clus ive iv C D e T o echnology e D n cc e is lc us iio sn i io v M n e D M ak ea icn k is g in i o 9.48 gn Mak9 C in .7 o 9 g n . 7 c lusiv C eo 9  D n C .7 c e o lc n us ic s l i ius o v  n ei  v D M e ea  c D k is e  in ico g i n s i o M na  M k  ia nk 9 g.i 7 n g   9 .7 9.7                             Business CaC seo mmunC ico C am ti oo m m nun m w 8un .i i 8c th C a ic ti o S a o m ta ti no k m w n e un h iw th oi ilc th d S a e ta ti B r S o s k us ta n e k i h w n e o e C h 9 ils th d o .o 9 s e lm 4 d C r S s e m ta a rs s un k e e  h 9 ic o .9 a 9 l4 ti d .9 o e4 r n s w C o ith  m 9  .m S 9 B ta 8 4 un us . 8 k ie i n c h e a  o s ti lsd  o  C n e  r a  w ss e  ith   9 S  .ta 9 4 k  eh  o  ld  e r s8  . 8  9  .9 4                                  knowledk gn e k o n iw s o lw ceo d lr e g rd e eg l k a ie n s te o ic s d w o c r h lo r eie r d g l r h g a ete e ll  y a d ite s to d h c i o rg h e rh ir s  g k e p ly h ln e a lo c to y te t w  d to fr lo  e e h rd s r i e p p g gs e e h e p c o le i t y p sc f lt to o c eo r f , o k r r s p r r n e up e e s o p l o p a w e p p e te o o ll c e e p d r t d ,t l f  i e g s h o v ,up e ir e g s n up i p h p s e e l s o y c o p s r o  p ,o t to r ila r r v  e tn e e ,r i lv d  e n a ss e up e te te p n sd e e s a p ,c s  m  o h t s a,r in f   g t o o a d ih r r n v i  le d te e p y n n e  a te to e ta o m s  a p s - r m l ,o e e a r s , o n i p s e r d up e n ic e ta te t n p - f ta a o o m r - r t ip o v e r eo in e p e n ls ta e s ,, - s aup ndp  te o r a  t m iv eo nre is e s n,ta  a - n d  tea  m  o rie nta  -  Project Ma O nra g g ae n m ize an O ti to rg na an l iC zP ul arti o tur o je n c 9 e a t . l 2 C M 3 C h a ul a O n n tur a r g g g ee a e  m n C i e z h n a at ti n 9 o .g 9 n e 8a l C O ul r g 9 tur .a 9 9 n 8 .e i2 z 3 C a O ti h a o r g n na g an e l iC z ul ati O tur P o r r 9 n g o .e a 9 a j l e 8 C n c C i h t z ul a M an ti tur  a g o n e n e a a g C le h C m a ul e n 9 n .tur g 9 te 8 e Ch a 9n .9 g8 e 9.2 3 9 .9 8             Information Techn In oflo org m yE a ti nd on -U T se ec S h 9a .n 4 E ti o 8 n s l o d f to a g -c U y ti th so er n e E S e a n to ti d e s -lf U e th a m 9 s cr e .ti 4 e e o E S e 8 nn a n ts 1 to ti e d 0 :l s to .- e 0 f U r th m a 4 e s c s r th e e ti p e n o S e r e ts e n a c e ti :t e  l 1 s r e f e f 0 e o m a l.s e r 0 c E p e m ti 4n n e p o e c d ts e In n n t- o : U ts f  p f 1 o to r :o s l0 r e  e e r m .s r , 0 S p e th 4 E p a a i s e n ti n e p r ti ce n o d o e t se o p c n f -  a U t f v 1 l to o e T c e 0 a  s ti ,r l f e .t e e o 0 i o c th m i o r 4 S p h n n n a e r n e n p ,e ti o n o o e e p s ts lv a  o o fln a a :e p e g  t d c ,ll y i  r e ti e o e m i,o n s n sn up ,p e n i n n e o 1 a n c p ts 0 v  n t o .o a :d 0 v r t 4 f i ti a r o o 9 e s tv r n i up  s . o e 4 ,p n p n 8  e p a e ,e 1 c s o n o t 0 s a r p d .. n ti 0 f l o 4 e d v T s ,r e  up r n a s ip n up  e n p e s n s o o s f o p .e r p v o ti rl  T a  r e v t ti r ,o e i   a v o f n i n n e n  e  s n ,s n f s e e o  a . s r v n s  T a .d o tr i f T a o  s n rn up   a s  ,n f e p s a r fo n e r d r o ti f  v o se f up  n e p so s. r  tiT  v re an nes sfs e . r T  o rf a ns fe  r o f      tion. Endti -us on e.r E sn ad ti- sus fac eti r o sn ati is sf c ao cr tiro en la i te sti d c o o n h r.ir g e E h ln a ly d te -d to us h e rie r g ss h p a le y ti c s t to ff a o c rr ti e s p op n ee o c ip s t lc f eo o , r r i r n p e n e lo a ote v pa l d e ti ,h o in in g n h ao n ly v d a to o tiut- o rn e sa pn ed ct o fut- or people, innovation and out- Wh Wh en en r e rv ev ieiw ew in in gg F Wh F ig ig ur eur n e e r5 e ,5 v i ,i t i et i Wh w si s s i n e s ee g e n n e F n r th ie g th v a ur it a ee w t th th 5 ie n , e l g ie t Wh l a e F is d a i g d s e eur e r e n s e r h e n r se h i 5 p th v i,p i c i a e t o c w t Wh in o th sin s n s tr e sg e e tr uc l e n e F uc n a i r t g e d th t iur v s e ia ir s h e e t s h w i h th g 5 iii ,g h p n eih l t g y c lle i o y s F c a n o i c d sg s r o e e tr ur rr e r e r uc n sle e h a l th t te i a 5p te ,ia d s ic t t d h o th i in sg e s s h tr e lle e y uc a n c d t th o e ir r sa r s e h t h li th i a g p te h e c l d lo y e n a cs d o tr r er uc re slh t aite ip s d c ho ig nh str lyuc co t rir se h la ite gh d l y correlated knowledge is correlated higk hn ly o w tol e rd es g k p e n e o ic s w t c flo o er d rr g p ee le a o ite s p d lce o ,h rs irg up eh la lp y te o d to rt h i v rie e gs n h p e le y sc s t to , f a o n rr e d s p p te ee o a cp m t lf e o o , rr s iup p ee no p ta p o -lre t,i v se up nep so s,r ta in ve dn te esa sm , a o nr d i ete nta am - orienta- to three to el eth mr ee nets :e lr ee m sp en ec ts t : fr oe rs p p ee co t p to f lo e ,rth ip r ne e n e o o p v e la l ee t,i m oin n e,n n ts o av :n a d r t e io s sn p up ,e cp a t o nr f d o ti r v s e up p ne ep o so p s.r l e tiT ,v re ia n n n n ess o fs e v .r a t T i o o rfa n n , sf ae n rd os f upportiveness. Transfe r of BusinessB C us as in ee ss B Cus a Bsus ien e in se s sC s a C 8 s.a e 8s e 8 B . 8 us iness 8  B C . 8 us 8 a .s8 ien e s s  Ca  s e   8 . 8   8 . 8                           PP ro rjo ejc et ct M M aP n ar n ao g aje g ec m et m e M n eP n t a r n to aje gc et m M en an t a 9g .9 2 e .3 2 m 3 ent  9 .2 3  9  .2P 3 r o j ec  t  M a P n ra o  g je e cm t M e n a t n  ag eme n t  9 .23   9 .2 3                   When reviewing Figure 5, it is seen Wh that eth n r ee lv eia ed w eirn sg h iF pi g co ur ne s tr 5,uc it t ii ss s h eieg nh th lyWh a ct oth r ern e e lr la e ete a vd i d e e w rsih nig p F cio gn ur str e uc 5, t it is i sh s ie ge hn ly th ca ot rr th ele a te led ad ership construct is highly correlated InIn for fo m ra m tia o ti n In o T n fe o T c re h m c n a h o ti n lo o og n lo y T g e yc hnolog 9y .4 98 In .4 8 fo rma ti 9In  .o 4n 8 f o In T re f m o cr a h  m ti n  o o an lti o  o T gn e y  c T h  en c o h ln o  o gly  o 9 g .y 4 8   9 .48 9 .48                             Conclusiv C eo C D no c en lc us c is lus i io v tin e i o v C n D M e.o e D E a n ck c n e is l ic d us n ti iio -s g o us n ti i i n o v o M .e n e n r E D M . a n sk E e a d a ic n ti n k -id us 9 s s g if n ti .i - 7 a o us C e g o c n r n o ti e s M .n o r a E c n s ti a ln a us k s id ti 9 s f i a n .- i s c 7 v us 9 c f g o a ti e . 7 r c e o r D ti r e n e o ls a c i n a s te iti s  ic C ti id s so o 9 f  o o c a n r .h n 7 n o r c i e M .c r ti g l r lE h o a us e a  n te n llk y a d i i d i v te n - to s e us g  h d c  D i o re g h e r e rh i s r c g p s e l  iy h a l s ti e a ti i lc  o to o y te t sn n 9 f d to f.a r . o M 7 e c E h r s ti r  n a ip e p g o d k s e e h n p i -c o n us l e t i y p g s c f le t  o to e c r r ,f o o s ir r p  n r a r ee e n ti s p o l p o s a e p f e v o te 9 a lc a e p .c t 7 d ti ,ti l f e i o o h o n , n  n r in ig n p a  o  i h n s n v e l o y o d a c v o p ti to o a r lo e ut- r ti n e ,r o  l e ia a n n s   n te p n a d e o d n c v o d t h a ut-  f io ti g o ut-  o  h r n lp  y a e to n o p d r l  e o e ,s ut-  p in e n co t v fo a r ti p o n e o a p n le d, o in ut-  n o vatio n  an d out-  Project Management 9.23 Busin C eo sm s C m aun seC ico am tio m nun wi ic th a ti B So us ta n 8k .i 8 w n e e C h ik s th o o n slm d o C Sw e m ta ar s ls un k e e e d k h i g c n o e a 9 o l ti d .iw 9 so e 4 lr n c e s o C d w ro g r k ie m e th n l k 9 o a i m n s .te S w 9 o un ta 8 c 4 d lw o .e 8 k C r d ih l e c r e o g ie a h d g m e lti o h g a o li m te e ld  s y n e d i un c s to w r o s h c r i i C i o c r th rg e a e r o h l r ti s  m a S k e p l9 o y te ta ln  .e m a n 9 B o c d k to te 4 t un us w w e  d h f h r ilo ii th i e e o n g h c rd s le a h i d p p g g S s ti k l e e y s e ta h e n  o r c o lC o s n i t k to y p s w a e f w l to o c s h e r le o r , e i e o th r 9 d s r s lp r d  e p up .g e 9 e s S e e e l 4 o p r ta a c p p s e i t te s o k l c f e d r t e o c ,th o r f  i s h o v o r 9 up p ir r e l .g e 9 d e n p h l 4 o p e e a e l p r s o y te o s s l8 r  e p ,d t to .  ,8 ila v  e s h n e ,r up i9 d  e  n g s.s up e 9 h te p p s 4 lo e s y a p ,c r  m  o t t to a ir n v f   t o o e d r ir r v e n i  s e te e p ep n n s e  a e e s ta o m ,c s  p t s - a l ,o n f  e  o a r ,d r n i s e  d te up p n e  ta a te o p m - a p o m lr o e  t  r ,i o v i s e r e up n in e ta e n p s - ta o s ,r - ta in v e dn  te e s a  s m , a o n r d i e  te nta a  m - o rie  nta  -      Project Managem O P en r rg o t a jen cit zM ati ao O n n a r a g g l9 e a C .m n 2ul i3 e z n tur aO t ti o r eg n C a a n h l iC a zn ul ag O titur e o r  g 9 na .e a 2 n l3 C iC z h 9 ul a a .ti 9 n tur 8 o g n e e a lC C O h ul a r g n 9 tur  .a g 9n e 8 e i z C a ti h O P a o  r n r 9 n g o  .g a 9 a je l e 8 n c C it z ul  M ati tur  ao 9 n n  .e a 9 a g 8 C l e h C m a ul e n  n tur g te   e C h  a 9n  .9 g8 e 9 .2 3  9  .9 8                               to to th th re re e e ele elm em en en ts to ts : : r th e rs e rp e se p e c ete c t lto e f o m f r oth e rn p rts p e eo e e : p or p e le e lls e ,e p m , ie n e icn n n tto n o ts f v o :o v a th rt a r ie r to p i e so n e e p n , o e ,p e c at lln a e e to n d m ,f o d e ir th s n n up s n ts p r up o e e :p v e o p o a r p e r o t e li ti s r l e o e p ti v ,n m e v e ,ic n e n e tn a e n ns n e ts f o s s o d v .:s r a . T r s tp e iup T ro s e a rn p o n a p ,e p n s o c fl s a e r t e f n ti r ,e f d r v o i o e n rf o n s n f up e o p sv e sp o a . o t p iT r l o e ti rn ,a v ,n e is n n afn n e es o d rs v .o a sf t up T io ra n p n ,o srf a ti e n r v d e o ns fe up ss.p o Tr rti av ne sf n ee rs so . f Transfer of tion. End-user satisfaction isti c o o n r.r e Eln ad te ti -d us o n h e.ir g E s h n a ly d ti - sto us fa c e rti e r s o s p n ae ti c is s t f c f ao o cr r ti rp o en e la o i te p s l d c e o ,h r iir n g e n h lo a ly te v a d to ti h o rn ie g sh a pn le y d c t to o fut- o rr e s p p ee ocp t lf eo , ri n pn eo ov pa le ti,o in n n ao nv da o tiut- on and out- When reWh viWh ew en ie n r n g e v rF e iie v g Wh w iur eiw n e eg in 5 n ,F g r iie t g F v iur is ig e s ur e w e 5 e ien ,n 5 g i t th , F i is t a i g i t ss ur e th e se e n ee 5 lth n e , a i a th t d t ia e th st r s s e th h e l e ie e p n Wh a l e c d th a o e Wh d a n e rt s e n sh tr r th e r s iuc e p n h ev i r c l p t ie e e o ia v c w s n d o is h e in e tr n w ir s g g uc s tr i h h n F uc lt ig y ip g i s t F c ur c o i i h o s g r e in ur r g h s e 5 h itr l,g e a l i y h uc te 5 t l,c iy d t s i o t ic r s s io r e se h r e l s r n ia e e g te e lth h a n l d te a y th t d cth a o t re r th e le le a a te l d ee d ard se hr is ph c ip on cs o tr nuc strt uc ist h ii sg h hilg yh c lo yr c ro er la re te la dte d knowledg ke n o is w clo er d rg ee la ite s d c oh rirg eh la ly te d to h rie gsk h p n le y o c w t to fl o e rd r e s g p p e ee o ic s p t lc f e o o , r rs r up p ele ao p te p od lre t ,h i v s ie g up n he lp y so s to ,r ta i n v re e d s n p te ee sa c sm t , f a o o nrr d ip ete e no ta ap m -le o , r siup enp ta o -rtiveness, and team orienta- BB us us in to in es es s th s C r B C a eus s a ee s i e e n le es m s e B C n us ats sie :n e rs es s p C 8e .8 a 8 c.s t 8 e for p 8 e . to o 8 p lth e, re i n e8  n .8 o e l v e a m t B i e o us  n nts i,  n :e a s n rs e d  s C B p a s  us e up sc e t i n p e fo o s rs r  ti C v p a e es n o e e p to sl s e  ., th  T i8 r n r.e a n 8e n o s v e f a e l e t ri  m o o n e 8 f,n . 8 ts a  :n  d r e  s sp up  e cp  t o  r fo ti  r v e p ne e o sp s  .l  eT , ria n n n s o f e v r a ti o o fn ,  an d suppo rti vene ss  . T r an s fe r of  PrP or je o Wh cje t c M t en M a n P ra a e r n g v o a e ije e g m w c et e m iM n ne tg n a n F t i ag gur em e e 5n , ti9 t .i2 9 s3 .s 2 e P 3e rn o jth ec a t 9t  M .2 th P 3 a e r n o P a l je Wh e g ra c o e d t jm e e  e M c r e n t s n a h M rn te i a p  v ag n ic e e a o w m g n e i e s n m tr n g  tuc e F n i9 t tg .iur 2 s3 h e i g 5  ,h i lt y 9 Wh i  .s c 2 o 3 9 s r e e .r 2 e n e 3 n l ra e th   te va  i d e t w th in e  g le   F aid g e ur r  s e h   i 5p ,  i c t o i  n s s s  tr ee uc  n t th isa h t  i th g h e lly e a cd or er re slh aite p  d co n str  uc  t i s h  ig h ly c or r el ated InformatiIn on In fo T r fe o m c ra h m ti n a o o ti n lIn o o T g n fe o y T c r e h m c n a h o ti n lo o og n lo y T g 9e y .4 c h 8 nIn olfo og r 9y m .4 9a 8 .4 ti 8 o n  Te  c 9h  .In 4 n8 o f o lo r  g m y  a ti  o n  T  ec  h 9n .4 o 8 l  og  y    9 .4 8                        tion. End ti-o us n.e r E n sa dti ti -us so f ti n a e o c .r n ti E s .o n a E n d ti n - s id us s f a -c us c e  o ti rr e o r sr e n a ls ti  a ia s s te ti f  c a ti d so c f o a r ti h n r c o ie .ti g n lE h o a  n i te n ls y d d i c ti - to s o us  h o c r n io r r e g e e .r r h s l r E a p s e l n y te a le a d ti c d to te t - s us f h d fa r o i e c e g h rs ti r h ip p g o s l e e y h n ac o ti l t  to i y p s sf lf o to e c a rr ,o e c is r ti r p n r p eo e e n s e o n l p o c a p e v t  i te ls c a f e t o d ti c , r f o i o h o n r p n r ir n g e e p a o  o h ln v a e p l y o d te a l e p ti d to o , l o e ut- i h n n ,r   i e n ig a n s o n h p n v d le o y a c v o ti t to a ut-  o fti o n r o r e a n s p n p a e d e n o cp o d t ut- l  f e o o ,ut-   r i n p n eo ov pa l e ti ,o  in n n ao nv da  o tiut- o  n an d  out-     Conclusiv C eo D nc Business elc us isi io vn e Case D Mea ck is in io C gn o M nca lus kin iv 9 g 8.8 e . 7 D eciC sio o 9n n .7 c M lus ak iv C in eo g D n c elc us isi io vC n e9 o D M .7 n e a ccl k ius s in io ig v n e M Da ek ci is ni 9 g o . 7 n Makin 9.g 7 9 .7 Business CaC seo mm Bun usiin ce C as ti o so m C nm a w 8 sun .e i 8th C ic o S am ta tio k m n e un h w o C i ilc th d o a e m ti r S o s m ta 8 n . 8 un k w eh 9 i ic th o .9 a l4 ti d S o e ta r ns k C w eo h im th o 9 lm d  .S 9e un ta 4 r s k i C e c a h oti  o m 9 o ld  .m n 9 B e 4 un us w r si ith i n ce a  S s ti 9 s ta  o . 9 C n k 4 a e w s he i o th l d  S e  r ta s k eh  o 9  l .9 d 4 e rs8 . 8  9  .9 4                               kk nn oo w w leld ed gg e ei si sc o cr or k re r n le o alte a w te d le d d h g h ig e ig h kih ln s y l o y cto w o to r lr r e e e d rls e g a p ste e p e c d e is t c h t f co i o fg r o k r h r r n p e lo p y e la w o e to te p o le p ld e d r l ,e e g h s ,se ip up g s up e ik h sc n p l t y c o p o o fw r o to o rtr r r il tv e e r ip l d v e e a e n s e g te o p n e ep d s e e i s l c s s e ,h t s ,,a c if g s o o n aup h r r n d r ld p e y te p le te a o to a o te rm a p tr m d ilv e e o s e ,h r o p n s iir g e up e e ih n c s et s n l ta p y ,f ta o - o ato r - r n t d i p v r e e e te o s n p a p em e lse c s ,t , o s f a rup o n ie rd n p p ta te o er o -a tp m iv le eo ,n r s e iup s es n,p ta a o - n rd ti v te ea nm es so , ra ie nn dta te - am orienta- to threeto e to le th m r th e ee n re ts e e: l to e e r m l e es th e m p nr e e ts e c ne :tts r :f e e o ls r e rp e m s e p p e c e n e to c ts p t f :o l e r fr ,o e r p i s n e p p n o ee o p co t v l e p a,f lt o e ii o ,rn n n ip ,n o to e n v a o o n a p to v th t d lia e o r t,n th s i e o up e ,i n r n e a ,n e p e n l o o a e d v r n m e ti a l d e s t e v iup m n o ests n n e up p e ,n : s o ts p s a r r.e o :n ti s r d v T r p ti e e r e v n s a s c e p up e n tn e s ss e c f fp .e s t o o s r rT . r f o ti r o p T a r v fe n r e o a p s n p n fe e e l s o s e r fp s ,e .r lo e i f n T , o n rfia o n n v n s a o fte v ir o a n ti o ,o fn a,n d a ns dup sp up or p ti o v re tin ve esn se . ss T.r aT nrs a fn er s fe o rf of tion. Endti -us on e.r E sn ad ti- sus fac eti r o sn ati is sf c ao cr tiro en la i te sti d c o o n h r.ir g e E h ln a ly d te -d to us h e rie r g ss h p a le y ti c s t to ff a o c rr ti e s p op n ee o c ip s t lc f eo o , r r i r n p e n e lo a ote v pa l d e ti ,h o in in g n h ao n ly v d a to o tiut- o rn e sa pn ed ct o fut- or people, innovation and out- When reWh view en in rg e v F Wh iie g Wh w ur ein n e e g r n 5 e ,F v r iie i t g e v iur w s ie s ie w n e 5 e g in ,n F g i t th i g F is Wh a ur i g t sur e e th e e 5 e n e n , 5 li th re t ,e a i i a v s t d Wh t i ie s e th se w r s e s e eh i e n n n l e i e p g th n ra e F c d a th v o it e ig a n e r th ur w t s sh tr e th ie i n uc l p e e 5 g a ,c l t e F d i o it a is n e g i d r s s h ur s e tr is h r g e e uc s ih e p h 5 n lt iy ,c p ii th o s t c c n o h ia o s s r t in tr r g s th s e e h uc tr le a l ey uc n t te l i e c th d s t a o ih d a rsr t ie e g h r th lh i s a g h l e te y h i l p l d e c y a o c c d r oo rn e e r r s l r s tr a e h te luc i ap d te t c d io s n h sitr gh uc ly t icso h rr ie glh alte y d co rrelated knowledge is correlated highly to rk es np oe w ct lefd og r ep ie so c po le rr , eslup atep do r htiig vh eln ye s to s, ra en sk d p n ete o cw t af m lo ed r o g p re i ee o in s p ta lce o -, rs rup elap te od rt h iv ie gn he ly ss to , a n re d s p te ea cm t f o orr ip ee no ta p-le, supportiveness, and team orienta- to three elements: respect for people, innto ov a th tir o en e, e aln ed m es n up ts:p o re rti sp ve ec nte to sfs o . rth Tp r re e ae o n p se fle l ee r , m io n efn n ts ov : ar te io sn p,e ca t nf d o rs up pep oo pr le ti,v e in nn es os v . at T io ra nn , sf ae n rd os f upportiveness. Transfer of Bus Bus ine in se s sC s a B C sus a es ien ess Case 8.8 8 .8 Bus8 i  n .8 e ss  B Cus a  B sie  us n e is n se  C ss a  s C e a se  8 .8   8 .8 8.8                             Project MP ar n P o a r je g oc e je t m c M t eM n an tP a a r n g o a e je g m c et e m M ne tn an t9 a .2 g3 e meP nr to 9  .j2 e 9c 3 .2 t 3 M a na  g 9 e .2 m 3 P er n o  tj e  ct  M  an  ag  e 9m .2 e 3  n t     9 .2 3                        When reviewing Figure 5, Wh it is e sn e e rn ev th ie a w t  ith n g e F l e ia g  d ur e e rs 5 h ,i p i  t c i s o n s e se tr nuc th t a it s th hie g h le  l a yWh d  ce o rr e srn h e ilr p a e  te v co  i d e n w str in uc g   t Fi i s g ur h  i g e h  5l,y  i t c io sr s r e ee l a n te  th d a t  th  e l eader sh  ip con str  uc  t is h  ig h ly c or r el ated  InformatiIn on fo T re m ca hti no on lo T ge yc hnIn olfo og ry m 9a .4 ti8 o n Tec 9h In .4 n8 fo o lro m gy ati In on fo T re m ca hti 9 n.o o In 4n l8 o f T g oe r ym c ha n ti oo lo ng T ye 9c.h 48 n ology 9 .48 9.48 Conclusive C D oen cc is lus io tin ti i o v C n o M en .o D E .a n k E c n el ic n d us n id -s g us i - i o v us C e n eo r e D M n r s c e a s a lc ti a us ti k iti 9 s s io f n .i i sn 7 a o v f g c .a n e ti c E D M ti o ne n o d a c n k -iius s C s i i n ti is c o o 9 e g o o c n n .r n 7 r o c r s M .r l e a us r E le ti a a n lk i s te a v d f ite a C n e - d us 9 c g d o D ti .h 7 n e e o h i c g r c n il g h ius s s i h l a ti is y o ti l i  o y v c n s to n o e 9 f  to M .a r .  D 7 r r c E e e a ti r e n s l e k c o a p d s i ite n p s n e -i us c e g d o it s c n ti e t  h fc o o r M f io g n r o s r h r a .a r p e ti k l E p  e y lis n o a e n 9 f  to p d o te a .g 7 p l - c d e us ti r l,e e o h i ,s e n n ip r ig n n e i s h n o s c a l v o t  y ti 9 cv a f o .s o 7 to ti a f r r a r ti o e c r p n o ti l ea n e s a o  o te p n a n p e d n d l c ie d s t h o ,  c f iut- o ig o o n ut-  h r r n r lp o y e v e l a to o a  te p ti r l d o e en ,s h  p ia in g e  n n c h d o t l y v f o o a ut-  to r ti p o  r n e e  o sa p p n e le d c,t  o ifn ut- o  n ro p ve ao ti p o ln e  ,  a i n n n do o vut-  ati o n an d  out-  knowledk gn e k o n iw s o lw ceo d lr e g rd e eg l k a ie n s te o ic s d w o c r h lo r eie r d g l rh g a ete e lly a d ite s to d h c i o rg h e rh ir sg e p ly h le a lc to y te t d to fr o e h rs r ie p p gs e e h p c o le t y p c flt to o er f , o k r s p r n e up e s o p k o p w n e p p e o o o ll ce e p w r t d ,t l f i e lg s o v e ,up e d r e s n g up i p p s e e e s o c o p i s r o s p ,o t r ila c r r v e t o n e e ,i r lv d n a s re up e e te te n s la d e s a p te ,s m o h s a d ,r in g t o a d h ih r n v iile d g te e y n h n a te to e l ta m y sa s - r m to ,o e a r s o n i r p e e r d e n i sc e p ta te t n e- f ta a c o m t - rf p o or e r o ip e p e nlo ta ep , -lse up , sp up or p to iv re tin ve esn se , s asn , d a n te da te ma o m ri e on rita en - ta- tion. End-userto sa ti th sf ra ec eti to o e n le th m is r e e ce n o ts r to e r:e l to e lr th a m e ti te s r th e o p e d n n e r e ts .e h c E e :t i e g n lr e h f e d e o m l l- s e y rus p e m to n e p e e c ts e r n tr o :e ts s p f a s to r :o l p ti e e r e s s r , c f p e th p a t i s e n c e p r f c ti e n o o e te o r o p c t n f v lto p o e e a e ,ir l f t s e o o i th m i o p r c p n n o le r e n e p ,r e o n ,o r e e p ts e i v a o n l ln a :e a p e n t d ,te lli o r e e o ti e v m d i,n s n o s a up ,p e n n h iti n n e o .io a g n c p ts v E n n h t o o a n :d l v r a ty d f i ti a r n o o -e s t to v d r us n iup s o e ,p o n p n e re p ut- e r a e ,e c s s o n o s tp s a r p a d .e n ti ti f l c o e d v T s s t ,r e f up r f a n a s o ic p n up e n r ti p e s n sp o o o s f o p .e r n p e v o ti r o lT a i r e v p s t ti r ,o e i la c v o e f n i n o ,n e n e r s n i,s n r n fs e e e o n a .s r l v n o a s T a .te v d o tr a i f T d a o ti s n r n up h o a s ,n i n fg e p s a h a r fo n n e ly r d r d o ti f to v o o se ut- f up r n ee s p s p o se .r c ti t T vf re o an r ne s p sfe s e.o r p T o lr e fa , n in sn feo rv a oti f on and out- Wh Wh en en r e rv ev iWh eiw ew ie n in n g g rF e F iv g Wh iig ur eur w e e ie n 5 n ,5 g r i ,e t F iv t iis ig ie s s ur w e se i e en n e 5 g n th , F i th t a ig i t a s ur t th s th e e ee e 5 ln e ,l a e i th t d ai d a e st r e s s r th h e se h ie p n i Wh l p e c th a o cd a n o et n e n str r th s r s tr uc e h ev uc i l p t iWh e e t ia c w sid o s h i e n e n h in r s g g i s tr g h r h F e h uc liy v ip lg y it c e ur c o ic w o sr o e n r ih r n s e 5 r itr l g e ,g a l i h uc te a F t lte iiy d g t s d ur ic s so e e h r er n i5 e g ,lth h a il t te a y it s d c th o se re e r e n le l a a th te da e d t r th she ip l eca od ne sr tr sh uc ip t icso h nisg tr huc lyt cio sr h re ig la hte ly d c orrelated knowledge is correlated highly to respect for k n po ew op le le d,g seup isp co orrtr iv ele an te ed ss ,h a ig nk h d n l y te o w to am l e rd eo s g r p e ie e in c st ta c fo - or rr p ele ao te pd le ,h s ig up hlp yo to rti v re es n p ee sc st , f ao nrd p te eo ap m le o , r siup enp ta o -rtiveness, and team orienta- to three elements: respecto t fth orr ep ee o ep le le m , ein nts n:o v ra etsip oe nc , t afn od r p sup eop plo er,ti i v n en no eto v ss a .t th io Tn r re ,a e n a sn e fe l d e r m so e up fn ts po : rr ti ev se pn ee cs t s.f oT r ra pn es ofp er l e , o fi nnovat ion, and supportiveness . Transfe r of Business B Cus a Bsus ien e in se s sC s a B C sus a es ien ess8 C .8 a se 8 B .8 us 8 .8 in es s  C8 a  .s8 e   B  us  i n e  ss  C  a8 s e . 8       8. 8                                                               Project MP ar n o Wh aje gc et e m n M e r n a en tv a ie gw em ineg P n r F t Wh o ijg e 9 ur c e .2 t n e 3 M r5 e a ,v n ii t a eig w 9 se .s 2 im n e P 3e g e rn o n F jtth e i g ca ur t t M e th P a 5 e r n ,o a lije t e g a i c e s d t 9 m s e M .2 e r es 3 e n a P h n n tr i a p o th g j e c a ec o t m t n th M e str n ea tuc ln ea a 9 t g d .i2 e s e3 m rh si e h g n ih p t l y c 9 Wh o .c 2 n o 3 s r e tr rn e uc lra et te vi9 i d se . 2 h w 3 ii g n h g l y F i cg our rre el a 5te , it di s seen that the leadership construct is highly correlated Information In T fe oc rh m n ao ti lIn o og n fo y T r e m ca hti nIn o on lfo o T g r 9e y m .4 c a h 8ti no on lo T ge y c 9h In .4 n8 fo o lro m gy a ti 9 .o In 4n 8 f  T oe r m ch a 9 n ti  .o 4 o l8 o n g T y e c  hn  o l og  y 9  .48   9  .4 8                     tion. End ti-o us ti no .e n r E. n sE a d n ti -d us sf ti -a us e o c rn ti es .o r a E n s ti n a s id ti s fa - s c us c fo a ti r c e o rti r e n o ls a i n a s te ti ic d s so f c a r h o r cie r ti g l rh o a ete n lly a d i te to s h d c i o rg h e rh i s rg p e ly h lti e a lc o to y te t n ti d to f.r o o e E n h rs r n .ip e p g d E s e e h p - n c o us le t y p d c f l -e t o to e us rr ,f o s ie r p n r a e re n ti s p o s p o s e a p f e v o ti a lc a e p c s t ti ,f ti l f a e i o o o n c ,n n r ti n i n p a o o in s n n v e o o d a civ o p ti so a r lo c e ut- r ti n o e ,o r lia a n r nn e te n a ld o a d n te v o d h a ut- d io ti g ut- h o hn ilg y h a to n ly d r to o es ut- r peesc p t efc ot rf p or e o pp elo ep , lie n,n io nv na oti vo an ti o an n d a n od ut- out- knowledk gn eo Mor iw s lceo eover d rg r ke e n l k o a in s te ,w o the cd lw o e r d h lr e g i model e d g e lh g a ite e ls y d i c s to o h helps c r i o r rg e e rh l r sa k e p ly te ln e a identify o c d to te t w d h fr lo i e e g h rd s h ip p g g k le y e h e n the c o lo i t to y p s w f l to o c e r r lo r ,elative e e r d s r s p r e p up g e e s e e l o p a c p p e i t te s o l c f e importance d r t o c ,t o r f is h o v rup p ir r e g e e n p h l o p e a e lp s o y te o s lr e p ,d t to ,ila v e s h n e ,r up of id e n g ss up e h te p p each s lo e s y a p ,c r m o t t to a ir n v f element t o o e d r ir r v e n i s e te e p ep n n s e a e e s ta o m ,c s p t s - a l ,o n f in eo a r ,d r n is e the d te up p n e ta a te o p m -a p o m lr o e tr ,i o v is e r e up n in e ta e n p s - ta o s,r - ta in ve dn te esa sm , a o nr d i ete nta am - orienta- to to th th re re e e eto le el m eth m en r ee n ts ets : to :e rl e r es e th m p sp r e ee c n ee tc ts t :f e o l fr e r oe m rs p p ep e n eo e c ts p o t :p l e f lr ,o e e ,r i s n p ip n n ee n o co t v o p v af lt a o e ito ,ri o nip n ,n to ,e n a o o n a p v th n d la e d r t, s i e o up e s in n up ,n e p to l o p o a e v r o n m th ti a r d t ti e v r in v o e e sts n n e e up n e ,: s e e p s a r s l.e e o n s m s .r d T p ti e T r e v n a s r c e up n a ts tn n s:e f f p se s o fr o s r e re . r r s ti o p p T v f o e e r e fo c a n t p n e l ss e ffo s ,e .r r i n T p o n re fa o o n v p s a lft e e i,r o n io n , f n a on vd a tis oup n, pa on rti dv e sup nes p so . rti Tv ra en ns efs esr. o Tfr ansfer of tion. End-user satisfaction is correlated highlti yo to n. r E en sp de -us ct e fo r r s a pti es ofp al ce ti , o in nn io sti v c o a o n ti r.r o e E n ln a a d te n -d d us h o eiut- r g s ha ly ti sto fa c rti es op ne c is t c fo or r rp ee la ote pl d e ,h iin gn ho ly v a to ti o rn e sa pn ed ct o fut- or people, innovation and out- knowledge is correlated hik g Wh n ho Wh ly w e n to le e r n d e r g v r ee e s ie v p Wh iw i s e e c ic w n t o eg i fr n n o r F g r e r ie l p g F a vur te e iig o ed ur e w p l5 h ie e n ,i , 5 g g is t ,h up F i ils t y i g is p s ur to e o e sr e e n r te e i 5 th v n s Wh ,e p i a th n t e t e c ia e th s s t t n s s f e th ,e o r a e l e r e e n v n Wh a p k ld i e d th e n e a w o e te o Wh d a e r p w it a s e n n lh m r e th l g e e r s i ,e p n h d e F s o v i g up i r c l p r ig e e e e o i e a ur v c w n p in d o i s s o e ie ta n e tr n c w r r s 5 t o g - uc s tr ii ,r h v n F i r uc t i e t g e ip n g ii l s t s F a ur e c te i i h s o s s g s e e in d ur g ,h e s 5 h a n itr h ,g e n l i i th y h uc d 5 g t l,h c ia y t s te i o l t t y ic r s a s th io r e s m to e h r e e l s r n i a e e g lo r te e e lth h e r a a n i s l d te d e a y p th n t e d e cta r th c a o st t r - h e r f th i o e l p e lr e a a c p te l d o e e n e d a o r s d s p tr e h luc r e is p , h t sc iup ip o sn c h p s o itr o g n r h uc s ttr l iy v t uc e ics n o t e h ris r i ss e g ,h lh a a ilte g y nh d d c l o y te r c r a o em r la r e te olr a d ite e n dta - to three elements to : r th es rp ee e cte le fo m r en pts e o : prle es , p ie n c  n t o f vo ar t io p  n e, o p al n ed ,  is nup n op v o ar t i ti ov n e , n a eto s n sd . th  T sr  up re ae n p so e f e r le ti r  m vo e  e f n n e ts s:s  . re  T  srp a e ncs  tf e   f ro  ro f p e o p l e , inn o v  at ion,  an  d sup po  rti ve ne  ss  . T r an s fe r of  Business B Cus asien ess Case Bus 8.8 in ess C8 a.s8 e Business B Cus as8 ien . 8 e ss C Ba us sei ness C 8a .8 s e 8.8 8.8 Project Man Pa rg oe je m ct eM ntP ar n o aje gc et m M eP n ar n to 9 a .j2 e gc 3 et m M en an t a g 9 e .2 m P 3 e ro n jte c t 9 M .23 a P n ra o g je e c9 m t  .2 M e3 n a tn  ag  em  e  nt  9  .23   9  .2 3                     tion. En gr d ti oup. -o us n.e r E For n sa dti ti -examp us so f ti n a e o c .r n ti E s .o n a le, E n d ti n - s id us in s fa -c us c e the o ti rr e o r sr e n a applied ls ti a ia s s te ti f c a ti d so c fo a r ti h n r c o ie .ti case g n lE h o a n i te n ls y d d i c study ti - to s o us h o c r n io r r e g e e .r r h s l r E ,a p s e lit n y te a le a d ti c was d to te t - s us f h d fa r o i e c e g h r found s ti r h ip p g o s le e y h n ac o ti l t to i y p s sf lf t o to e c a hat rr ,o e c is r ti r p n r p eo e the e n s e o n l p o c a p e v t i te ls constr c a f e t o d ti c , r f o i o h o n r p n r ir n g e e p a o ucts o h ln v a e p ly o d te a le p ti d to o ,of lo e ut- i h n n ,rBPR i e n ig a n s o n h p n v d le o y a ar c v o ti t to a ut- e o fti o n r o r e a n s p n p a e d e n o cp o d t ut- l f e o o ,ut- ri n pn eo ov pa le ti,o in n n ao nv da o tiut- on and out- kk nn oo w w leld ed gg e k e n i s o i s w c o clr o err d e rg lk e a e ln te a o ite s d w d ch l o e h ir d g irg h g eh e lly a liy te s to d to c o rh e r rir s e g e p sh lp e a lc e y te t c d t to fo fh r o r ir e p g s p e h p o e le y p o c p lt to elf ,e o k ,r s r n e up s s o up p p w e p e o p o lce p r o t d t lr f i e g t o v ,ik e r v e s n n e up i p o s n e e w s e c o p s s o p l,o s e rl ,a r r d e tn e a ,g i ln v d a s ee d up te te n i s te d e a p c s m a o h o sm ,r i r g t o r a ie h r o n v lilr e d a e y in te n e te to e n ta d s ta a s -r m h ,-e ia s g o n p h r d e liy c ete t n to f ta ao m - r r e p o se p ro ie e p c n t lta ef,o -s rup pe p oo p rlte iv , e sup nes p so , ra tn iv d e n te ea sm s, a on ri d e n te ta a- m orienta- to to th r th ee re e e lto e em l eth e m nr e ts e ne :ts r :e e ls r ep e m s ep e cn e t c ts t f :o r fr o e r p s e p p o e to e p co tl e p th ,f l o er i,rn e e n ip n o to e n e v o l o a e p to v th t m lia e o r t e ,n th i e n o e ,its n r n e a ,:n e e n l o a r e d v e n m e a s l d e p s t e iup m n e o s c ts n e up tp ,n : o ts fp a r r oe o :n ti r s r d v r p ti p e ee v n s e s c e p up o e tn e s ps e c f l p .s t o e o s ,r T .r f o ti i rp n T a r v e n n re o a o p s n p n f v e e e l s o a s e r ft p s ,e i .r l o o e i n f n T , o ,n r fia o n a n v n n s a o d fte v ir o a s n t up i o ,o fn p a,o n r d a ti n v s d e up ns ep up so s.r p ti o T v r re ti an v ne e ssf n s ee .r s s T o .r fa T nrs a fn er s fe o rf of tion. E nd-user satisfaction ti is o c no . r E rn el d a-te us de h r isg ah tils yf a to cti ro en sp ie sc c t ofr o rre lp ae te od p lh e,i g in hn ly o ti v to o a n ti r.e o E s n p n a e d c n -t d us f o o er ut- r p se ao tip sf la ec , ti in on no iv sa c ti oo rn re a la nte d d o ut- highly to respect for people, innovation and out- When rev Wh ieWh w ein n e g r n e F v rie ig e v Wh ur w ieie w n e 5 g in n , F g irt ie g F iv s ur ii g e sur e e w e 5 ie n n , 5 g i th t , F i i a s t Wh it g is th s ur e e s e ee e n n l e e 5 th n ra ,e d i a th v t t e iia e r th sw t s s h e th i e i n l e p e e g n a c l Wh e F d th oa in e g d a r s ur e t s e tr n h r th e uc s ir p h e 5 et i ,v c l p i e i o is t a e c n h i d w o s sin e tr i g s r n se h uc s tr g e h l y uc n t i F p i i c th s g t o c ur ih a r o sr t in e g e h th s l h itr a 5 g l e te ,y h uc il l t d e c y t ia o sic d r so s re e e h r re l r i s a e g n h te lh i a th p l d te y a c d c t oo th nrsr e tr e l luc e aa te t d d ie s r h sh ig ip h lc yo c no sr tr re uc lat te is d h ighly correlated knowledge is corr ke n lo ate wd le d hg ig eh ils y cto or r re elsa p te ec dt h fo ig r h p ly eo to pl e r,e s sp up ec p t ofr o tr iv p ee no ep ss le , ,a s n up k d n te o pw o arm lte id v o e g rn e ie e in s ss ta ,c o - ar nrd e lte ate am d h oir gih en ly ta to - respect for people, supportiveness, and team orienta- Business Ca Bsus e iness B Cus asien ess8 B C .8 us a sien ess  C8 a .s8 e  Bus 8 i n .8 e s s C Ba us s8 e  i. n 8 e ss C  as  e  8  .8    8. 8                     ordered according to the most important: titi on on . E . E nn dd -us ti -us o en r e. r sE a sn ti ad ti sf ti - sa us fo c an ti c e.ti o r E n o sn n aid ti si - s s c us f o c ar o c e rr ti r e r o ls e a n a lte a ti i te d s sf d c a h o c h ir ti g irg h o eh n lly a l i y te to s d to c o r h e r ri s r e g p e sh l p ti e a lc e o y te t c n t d to f.o f E h r o r n r ie p g d s p e h p -o e ti us le y p o o cp le t n to el r,f .e o s i ,E r n r a e in n n ti s p d p n o s e -f e v o o us a c v a p c t ti a e ti lf e ti r o o o , n o s n rin a n p a i ti n s n a e s o n o d c fv a o p d o a c r l e ti ut- o r tie ,ut- o o lin a n nte n i as o d n v c d h o a ir o ti g rut- o e hn lla y te a to n d d r h o eis ut- gp he lc yt to fo r r e p se po ep ct lef,o ir n p no eo vp ati leo , n in a nn od v a oti ut- on and out- knk on w olw ed le g d eg kie n s o ic s w o c rlo r ee r d l rg a ete e la d ite s d h ci o g h rh irg e ly h la lto y te d to r e h k s rin e p gs o e h p w cle t ylc f et to o dr fg o k r p e r n e e s o i p k o p s w n e p e c o o ll c o e e p w t r d ,l r f e lg s o e e ,up e l d ra s g up i p te p s e e d o c o p ir o s p o h t r ilc r ir v e g t o e e ,ih r lv n a s r le up e e y te n s l a d to e sp te ,s o h s a r d ,r in e g t a s d h ih n v p ile d g te e y n h c a te t to e lm y s f a s o r m to ,o r e a r s p o n i r p e e e r d e n o i sc e p ta p te t n e l- f ta a e c o ,m t - rs f up p o or e r o ip p e p o e nlr o ta e tp ,i - v lse e up ,n s ep up so s,r p ta o in v re d tin v te e esa n sm e , s a so n , r d a i e n te n dta a te m - a o m ri e on rita en - ta- to three to el to eth m r th ee ne rts e e :e lto r e e e m l s ep th e m n er e c ts e n te :ts fr :o e e r ls r e p e m p s ee p e co n e t p c ts t f lto :o e ,r f r o e th ir p n s e p r n p e o e o e e p c v o tla e p et,l f li e o e om i,r n n ,e n i p n n o a e n to ts v n o o a :p d v tl th ia r e o e s t,n r i up so e ,p i n e n e p a ,n c o n e t o a r l d v e n ti f a m o d v s tr e ie up o n n sp n up e ts p ,e s o :o s p a .r p r o n ti le T r e d v s ti r , e p a v n s e i n e n up e cs n s t n f s e e o p .s f r v o o s T a .r ro t ti ri f T a p v o n rn e e a s n o ,n fp e e s a s r lfn e s e.,d r o f T i o n s rf up n a o nv p sf a o etr r iti o v n oe ,f na en sd s. s T up ran ps ofreti rv e on f ess. Transfer of tion. End-user sati tiso fn ac . ti Eo nn d -ius s ce o rr r se alti as te fa d c ti ho ig nh ils y cto or r re es la pte ec d t h fo ig r h ple yo to pl e r,e isn pn eo cti v t o a fn o tir .o E p nn e a d on p -d us le o ,e ut- r in sn ao tiv sa fa tico ti n o a nn id s c oo ut- rrelated highly to respect for people, innovation and out- When rev Wh iew ein n g re F viig eur wien 5 g, F it Wh ig is ur s ee e ne 5 n r,e i th v t iia esw t s th i en e e g n Wh l e F th a ig d a eur t e nr th e r se h e 5 v i Wh ,l p i e i e t a c w i d o e sin e n n s r s g e r s tr e e h F v uc n iip i Wh g th e t ur c w ia o si e e t n n h n th s 5 g i tr ,g r e F e ih uc t v illg e iy it s a e ur ic d w s so e e e ih r e r n 5 r n i sg e ,g h l i th h i a F t p lte iia y g sc t d ur c o s th o e n e r e e sr n tr 5 e l ,e lth uc a i at te d a t it e s d i r s th s s e h h e e ii g n l p e h a th c ld o ya n e c t r s o th s tr r hr uc e ie p l lt e a ca te io s d n d h e s r itr g sh h uc ilp y t ic cso o h r nr ise g tr lh a uc lte yt d cio sr h re ig la hte ly d c orrelated 1. Organizational strategy; tio ti no . n E.n E d n -d us ti -us e orn es .r a E s ti n a s d ti fa - sus c fa tic e o ti rn o s i n a sti ic s so f c a ro r ce r ti l ro a ete n lti a o d i te s n h d c . i o E g h rn h irg d e ly h lti -a us lo to y te n ti e d to .r o r e E n h s s rn a .ip e g d ti E s e h p - s n cus lf e t y d a c f - c e t o to us ti rr f o o s e r p n r a e re ti s p i o s p s s e a p f e o ti c a lce o p c s t ,f r ti l f a e r io o n e c , n r ti ln ia n p o o i te n s n v e o d o a civ o p ti s h a r lo c i e r ti g n o e ,o h r lia a n r n ln y e te n a l d o a d to n te v o d h a r ut- d io ti e g s ut- h o h p n ilg e y c h a t to n ly f d o r to r o e s ut- p r p e ee o sc p p t e lf e c o ,t rif n p on r eo o p v p e a lo e ti p ,o lin e n, n a io n nv n da o o ti vut- o an ti o an n d a n od ut- out- knowledg ke n k o in s w o clw o er d lr e g e d e lg a kite e n s o d ic s w o h c rli o r e g e r d h l rg a e ly te e la d i to te s d h c ri o e g h r sh ir p g k e le y h ln a c lo t to y te w fd to o r l r e e h d s r p ie p g g e s e h e o p c lp e i t y s l c f e t to o c , o r fs o r r up p k r r ee n e s p l o o p p a e p w o e te o l c re p ld t t e ,il d v f e s h o e ,g up irn g s e up p e h p is e s lo s y o p ,c r p o t to o a ilr r n v e t re ,d r ie v e n s ls e te a up ep n te sa e e sp m d ,c s o t s a h ,r o n f t io a r d g ir n v ih e e d te p n ln y e ta a te e o m to s -a p s m l ,o r ea e r , o n i ss e p r d up n ie e ta te c n p t - ta a o fm o r -t r i o v pr e e in e oe n p s ta ls e,- , a sn up d p te oa rm tiv o en rie es n sta , a -nd team orienta- to three to el eth mr ee nets :e lr ee m sp en ec ts tto : f r oe th rs p rp e ee e c o t p el f le o em ,r e ip n n to e n ts o o :p v th la r ee r t,i e so e p in n e to ,n e c t l o a e v th n m fa o d r t e r i e n o e sts p n up ,e :e to o lp a r e p e o n m lth s r e d p ti e , r n e v e s ic ts e e n up tn :n e e f o p r s o lv e e o s ra m s .r p t ti p ie T e v o e n r c n e o a ts tn , p n :e f l s a s o e fr n s ,e re . d r si p p n T o e s e n rf up o c a o t p n v l p s a e ffo o t,e i r r r o ti i n n p v o ,n e e fo n o av n p ea s d lt e s i.,o sn up T in ,r n a p a o n o n v sr d f a ti e tr v is o e up n o n,fe p sa o sn .r ti dT v re s aup n ness p fs e o .r r ti T o v rfa e n ns efs esr. o Tfr ansfer of When revieWh win eg n F rieg v Wh ur iee w e 5 in n , g irt e F iv s Wh ii g e sur e w e eie n n n 5 g th r,e F i a v t it ig ie th s ur w s ei e e n l e e 5 g n Wh a , F d i th t ie g ia e r s ur t s n s h th e e r ie e p e 5 v n ,c li Wh e i th e o t a w n i d a s si e t e tr n s n r th g e uc s r e h e F e n t i v il p g i e th is a e ur c h d w a oe t in e i g r n th s 5 h s tr g ,h l ei y uc i F t l p e i c ig t s a o c ur id r o s sr e n e e e h e r s l n i s tr a 5 g h te ,th h uc iip l t d a y t i c t sic o s th o sn e h re s e r itr e g n le lh uc a a th lte d y t a e d ic t r so th s h r hr i e ie g p l lh e a c la te o y d n d c e s o r tr s rr h uc e il p t a te icso d h n isg tr huc lyt cio sr h re ig la hte ly d c orrelated 2. Leadership; tion. Endti -us o ti n e o .r n E s .n a E d ti n - sd us fa ti -us c e o ti rn e o s .r n a E s ti n ia s sd ti f c a - so us c fa r tir c e o e ti rn l o a s i te n a sti d ic ti s s o f h o c a rn io r c g e .r ti h l r E o a e ln y te n la d d to i te - s us h d c ri o e e g h s r rh ir p g s e le y h a lc a ti ti lt to y te o sf f n o d to a rr . e c h E s ti r p ip e n g o e s e d o h n p cp l -e t i y us ls c f e t o to c ,e r f o r i o n r r p s r r e n e a e s p o o ti l p v a e p s e o te a f lc a e p ti t d c ,lo f e ti ih o n n ,o r i n ig a n n p o n h n iv e d ls o y o a v c p o ti to o a ut- lo e r ti n r ,r o e e ia n l n s a n p n te a d e o n d c v o d t a ut- h f o ti o iut- g o rh n p l y a en o to p dl e r oe ,ut- s ip nn ec ot vfa o ti ro p ne o an pd le ,o iut- nnovation and out- knowledg ke n o is w clo er d rg ee la ite s d c oh rirg k eh ln a lo y te w d to l e h d rie g gsh e p le iy sc t to co f o k r rr r n ee s o p lp a w ee te o lce p d t d l f e g h o k ,e ir n g s o up i p h s w e l y c o p lo e p o to r d lr r e g te ,r ik e lv e a s n s e up ite o p s n w d e e c p c s o lo h t s e r,r ir d f g t o e a g ih l r n v a e le d p y te n i e s te d to e o c s a p h o sr m l ,i r e e g r a s ,e h o n p s llr d a up e y ite c e te t to n p d f ta a o o r m h r - r e t i s g ip o v p h e r e e lo in y c e p t e n to ls f ta e s o , , - r r s a eup p n se p d o p e p te c ot lra e tf,m io v s r e up o n pre e ip s e oo s n p ,rta lta e i- n v , e d sup n te es p a sm o , ra to n iv r d i e e n te n eta a sm s-, a on ri d e n te ta a- m orienta- to three elto em th enrts ee : to r e e l s ep th m er e ce n te ts fto :o e r l r e e th m p se p r ee o n ee p c ts tl :e e ,l f r e oe m irn s p e n p n e o to e c ts v o t a :p th tf lir o e o e r,r n e s e ,p i p n ea e n e c to n o t l o e p d v m f l th a o es t e ,rr i up n o eits p n e n p ,e :n o o e o a r r l p v e e n ti la m s e d v p t, e i e e o n n s ic n n up e ts t, s n :s f o p a .o v r o n re T a r d s t ti rp p ia v o e s e n n e up o cs n ,t p f e e l p a s e f ro o n s , .r r d o ti i f n T p v s n re e up a o n o n v p ep s a s lfo t e s e i.,r r o ti n T iv o n ,r e f n a n a o n n e v ss d f a s e t.r i s o up T n or,fa p n a os n rfti d er v e so up nfe s p so . rti Tv ra en ns efs esr. o Tfr ansfer of 3. Transfer of experience; tion. Endti -us on e.r E sn ad ti- sus fac eti r o sn ati iti s sf o c an o c.r ti r E o en n la d i te - sus d c o e h r rir g s eh a lti a ti lo y te sn fd to .a c E h ti rn ie g o d sh n p ti -us l e o i y s c n e t to c .r f o E o s r rn r a r e d e ti s p l p - s a e ti us f e o te a o cp c e t n d ti l rf .e o h o s ,E n r a iin g n ti p i d h n s s e l -f o y o us c av o p cto a e r ti le r ti r o e , r o s n l e ia n a n si te ti p n s as e o d n c fc v a o d t h a c r f iti o r ti g o e ut- o o h r ln a n lp y te i a e sd to n o c p d h o r l i e r o e g r ,s ut- e h p il n le a y n c te o t to d v f o a r h r ti ei s g p o p h n ee o l c y a p t n lto f e d o , r r o i n e ut- p s n e p o o e v p ca t le ti f,o o ir n n p n ao e no v d p a o ti le ut- o , n in a nn od v a oti ut- on and out- knowledge kin s o cw orlr ee d lg a kte e n o d is w h cli o e g r d h rg k e ly e ln a o i to te s w d c r l o e e h r d sir p g g ee h e la c li t y te s f d to o c o rh k r r p ir n e g e e s o h l o p a w lp e y te ll c e e d t to d , fg s h o r up k e ir e g n s i p h o p p se l w o e y c o c r o p lt t to e r ilr d v f e o e e ,r g l r e n a s e s up p e te p is e sd e s o p ,c c p o h t o alr i r n f e g t r o ,d ie h r v s l le te a up p y n te e a to e o p m d sp o s r h l ,r o e e t ia r s ,g i n v ip h s ee d up e n ln y c ta te t e p to s - f a o s o m ,r r r t a e ip o n v se p r e d o ie n e p te c e n t ls ta a e s f,m o , - s r a up o n pr d e ip e o te o n p rta a lte m i- v , e so up nre is e p s n o ,ta ra t- n iv d e n te ea sm s, a on ri d e n te ta a- m orienta- 4. End-user satisfaction; tion. End-us tie orn s . a E ti n sd fa ti -us c o ti n e o .r n E s n ia sd ti c ti - so us fo a rn r c ee .ti r lE o a sn te n ad ti d i- s s us f h c aio c e g r ti rh r o s e ly n a lti a ti o to i te s s n f d c .a r o e c E h s r ti n ir p g o d e e h n l-c a ti us l t i y te o sf e n o d to c rr . o h s E r r p a ir e n g e e ti sd o h l p s a p l -f e y te us a lce c t d to ,e ti f r i o h o n rs n r ie n g a s p o i h ti p s v e ls e y o a c fc a o p ti t to c r lo f e ti r o n e ,r o r l e ia n a n s p n te p n ie d s e o d o c v c p o t h o a ut- lf i e r ti g o r ,o e h rin l n lp a y n te a e o to n o d v p d a r l h e o ti ei,s ut- g o p ih n n e l n c y ao t n to v f d o a r r o ti e ut- p o sn e po e a p cn t le d f, o o ir n ut- p no eo vp ati leo , n in a nn od v a oti ut- on and out- 5. OC Change; 6. Communication with stakeholders; 7. Conclusive decision-making; 8. IT; 9. Project management; and 10. Business case. On the other hand, it was found that the elements of OC are ordered according to the most important: 1. Respect for people; 2. Innovation; 3. Supportiveness; 4. Stability; 5. High educational level; 6. Team orientation; 7. Outcome orientation; 8. Attention to detail; and 9. Aggressiveness. Other researchers presented relationship study results between BPR and OC individual factors without a depth in effect or correlation of OC factors. [47–49] identiﬁed seven factors that are important to the success of BPR. Those factors are teamwork and quality culture, quality management system, effective change management, less bureaucracy, IT, project management and ﬁnancial resources. [50] studied BPR factors in Airlines and came up with recommendations to middle managers. Some of them are knowing more about and responding to the company’s internal and external communication and increasing the employee’s involvement and empowerment in the company. Huang, et al. [51] studied the Relative Importance Relative Importance Respect Relative Importance Respect Innovation Supportivenes Inno R ve as tp io en c t Supportivenes Innovatio S n t ability Supportivenes High Stability Educational RelR ate iv lR a et e iv lR a et e iv la et ive Level Imp Io m rp tI ao m n rc p tI a eo m n rc p ta eo n rc ta en ce High Stability Educational Team Level ResR pe es cR p t e es cR p t e es cp t ect High Orientation Educational RelR ate iv lR a et e iv lR a et e iv lR a et e iv lR a et e iv la et ive Relative Relative Relative Relative Team Level Imp Io m rp tI ao m n rc p tI a eo m n rc p tI a eo m n rc p tI a eo m n rc p ta eo n rc ta en ce Relative InnI on vn aI o tn iv o n a n I o tn iv o n a n o t iv oa n t ion Importance ImportancI em portancI em portance Outcome Orientation Importance Orientation RelativR e elR ate iv la et ivR e elR ate iv la et ivR e elR ate iv la et ive Sup S p u op r S p tu io v p r e S p tn u io v e p r e sp tn io v er e stn iv ee snes Team RelativR e elR ate i Respect v la et ivR e elative Relative ResR pe es cR p t e es cR p t e es cR p t e es cR p t e es cp t ect ImportI am nc p I eo m rp tao n rc tI a em n c p I eo m rp tao n rc tI a em n c p I eo m rp tao n rc ta en ceO utcomeA ttention to Respect Respect Respect s s s s Relative RelatO ivr ei entation ImportI am nc p I eo m rp tao n rc tI a em n c peo rtancI em portance Respect Orientation Details Importance Importance Relative RelativR e elR ate iv la et ive S In ta nb S I on it v la n i ab t S I o ty n i it v o l a n i a n b t S I o ty n i it v o l a n i a n b t I o ty n i iv o l n i a n t I o ty n iv o n a n o t iv oa n t ion AtteO nt u it ocn o A m tg oe g ressivenes Re In sp ne oc v R ta e ts iR o pn e e In s cp t Innovation n e oc v R ta e ts iR o pn e e In s cp tn e oc v R ta e ts iR o pn e es cp t ect RelativR e elR ate iv lR a et e iv lR a et e iv lR a et e iv la et ivR e elR ate iv la et ive ImportancI em portI am nc p I eo m rp tao n rc ta en ce RespecR t I n en sR p oe e vs c ap tt i eo cR n t espect Respect RelR ate iv lR a et e iv lR a et e iv la et ivR e elR ate iv la et ive De Ori te an iltsa tion s ImportI am nc p I eo m rp tI ao m n rc p tI a eo m n rc p tI a eo m n rc p ta eo n rc tI a em n c p I eo m rp tao n rc ta en ce Respect Respect Sup S p u op r S p tu io v p r e S p tn u io v e p r e S sp tn u io v e p r e S sp tn u io v e p r e sp tn io v er e stn iv ee snes HigH h ig H h ig H h ig h Supportive Sn ue psportive Sn ue psportivenes Imp Io m rp tI ao m n rc p tI a eo m n rc p ta eo n rc tI a em n c p I eo m rp tao n rc ta en ce Attention to Aggressivenes InnovaI tn io nn I on vn ao tiv oa n I tn io nn I on vn ao tiv oa n I tn io nn I on vn ao tiv oa n t ion s s s s s s Supportivenes Edu E cd au tE ic o d a n u ta E ic o ld a n u ta ic o la n ta io l nal s s s Supportiveness Innov R ae I tn s io p nn e I on c v tn a o tiv R oa n e I tn s io p nn e o c v R ta e ts iR o pn e e In s cp tn e oc v ta tion RelR ate iv lR a et e iv la et ive Relative De s tails RespecR t esR pe es cL R p t e e ev s cL R e p t e le e v s cL R e p t e le e v s cL e p t e le v cR e t le sR pe es cp t ect Innovation Innovation RelativR e elativR e elative Suppor S tu iv p e S p n u o e p rsp tio vr e S tn u iv e p e S sp n u o e p rsp tio vr e S tn u iv e p e S sp n u o e p rsp tio vr etn iv ee snes Imp Io m rp tI ao m n rc p ta eo n rc ta en ce Importance Stab Sitla ib t S y itl a ib t S y itl a ib t S y itl a ib t S y itl a ib ty il ity ResR pe es cR p t e es cR p t e es cp t ecR t esR pe es cp t ect Aggressivenes Stability Stability Stability Suppor S tu iv p e S p n u o e p rsp tio vr e S tn u iv e p e sp no erstive Sn ue psportivenes ImportI am nc peo rtI am nc peo rtance s s s s s s s InnovaS tito an b In iln ito yv aI tn io nn I on vn ao tiv oa n t ion Supportivenes Supportivenes s s T s eaT s m e aT m e aT s m e am s Stability InnovaI tn io nn I on vn aI o tn iv o n a n I o tn iv o n a n I o tn iv o n a n o t iv oa n I tn io nn I on vn ao tiv oa n t ion Relative HR ige H h l a ig tH i h v ie g H h R ig e H h l R a ig te H i h v l a ie g t i h v e s s High High High ResR pe es cR p t e es cp t ect Inn R I on e vn s ap I o tn i e v o n c a n t I o t n iv o n a n o t iv oa n I tn io nn I on vn ao tiv oa n t ion OriO en rtia O etn i ro tia O e n tn i ro tia e n tn io ta n t ion Relative Stabilit S y t ab Sitla ib ty il it S y t ab Sitla ib ty il it S y t ab Sitla ib ty il ity Supportive Sn ue pspor S tu iv p e S p n u o e p rsp tio vr etn iv ee snes Importance Edu E Icm d au tp E ic o o d a n ru tta E ia c o ld n a n u t ca E i I e c o l m d a n u tp a E i Ic o o l m d a n ru tp ta ia c o o ln a n rt c ta ia e o ln nca el High RespecR t especR t espect Ed Su ta cb at ii lo it S n y ta E ald b S u itla c ib t ay t ii l o it S n y ta E ald b u ilc it ay ti oS nta alb ility Suppor S tu iv p e S p n u o e p r S sp tu io v p r e S p tn u io v e p r e S sp tn u io v e p r e sp tn io v er e S stn u iv e p e S sp n u o e p rsp tio vr etn iv ee snes Importance s s s s LevL ee l vL ee l vL ee l vL ee l vL ee l vel Educa Sttia o b n ia lilt y Stability RelativR e elative Sup S p R u o e p r S lp ta u io v tp ir e S v p tn u i e o v e p r e sp tn io v er e S stn u iv e p e S sp n u o e p rsp tio vr etn iv ee snes Level Le High vel Level OutO co um tO ce o u m tO ce o u m tce o me s s s s s s s s High HigH h ig h HigH h ig h HigH h ig h InnI on vn aI o tn iv o n a n o t iv oa n t ion Innovation Relative Relative Relative Educa- Level ImportI am nc peo rtance Imps o rta sn ce s s s s High HigH h ig h High High Respect R In en sp oe vc at I t n io n R n o e vs a R p I tn i e eo n s cn p to e vc att ion OriO en rt tional ia O etn i ro tia O e n tn i ro tia e n tn io ta n t ion EducatE io d S n u ta E a cld b a u t ii lc o it a n y ta E i o ld S n u ta E a cld b a u t ii lc o it a S n y tta E i a o ld b S n u ita E la c ild b t a y u t ii l c o it a n y ta i o l nal Relative RelR ate iv la et ive ImportancI em portancI em portance High High Respect Te Level aT m e aT m e aT m e aT m e aT m e am StE ad bu ilc it a S y ttE i a o d b S n u ita E la c ild b t a S y u t iti l a c o ib t a S n y t ita E i l a o ild b t S n y u ita l a c ilb t a y t ii l o it S n y ta E ald b S u itla c ib t ay t ii l o itn ya l Sup S p u op r S p tT u io v e p r e a p tn i m o v er e stn iv ee sn Te es am Supp T o era ti m ve nes Level LevL ee l vel LevL ee l vel LevL ee l vel Atte A ntttie A o n n ttt ie A to o n n t tt ie to o n n t ito Io m n p to o rtancI em p Io m rp tao n rc ta en ce EducatioS nta alb S itla ib t S y itl a ib t S y itE l a id b ty u il c it a S y tti a o b S n ita la ilb t y il ity RelR ate iv la et ivR e e O lR a ri te O e iS v l n a r u e ti ta p O e iv tn p i R re o t o ia e O e n r S t l n t i a r u io ti v ta p O e i n e v tn p i n re o t o ie a O e n r S s tn t i R r u io ti v a e p e n e t l n p i n ao t o te a i n rs v tt ii e o v n e nes Team Level LevT L eeam e l vel Level Level Or si enst atiso O n rientatioO n rienst ation High High HigH h ig h Innov R ae ts io pn e cR t espe In ctn ovatiR on e In s p ne I on c v tn a o tiv oa n t ion DetDe ails tDe a ils tDe a ils ta ils Orientation Level Level Relative RelR ate iv la et ive Imp Io m rp tao n rc tI a em n c p I eo m rp tao n rc tI a em n c pe s o rtancI e s m porta sn ce High HiO gH h ri ie g n H ht ia g tH h io in g H h ig h HigH h ig h Respect Respect Respect I nnovation Educationa Eld ucatE io d n u a E cld a u tic oa n ta io l nal RelR ate iv lR a et e iv lR a et e iv lR a et e iv lR a et e iv lR a et e iv lR a et e iv lR a et e iv lR a et e iv la et ive Team TeaT m e am TeaT m e am TeaT m e am HigH h ig H h ig H h ig h HigH h ig h IA mg p g A o O rr e g t u s g a A s tO n rc ie g v c o u s I g e e m A m s tO r n c ie g e v o p e u s I g e m s o m s tO r n c i r e e v o p t e u s a e m s o s tO n n c i re v c o t e u a e e m s tO n n ce c o e u e m s t ce o me Ed Su ta cb a St itE i la o id b t S n y u ita E l a c ild b t a y u t iE i l c o id t a n y u ta E i c o ld a n u ta E ic o ld a n u ta ic o la S n tta E ia o ld b n u ia E lc R ild t a y e u ti s c o p a n e ta i co l t naR l esR pe es cp t ect Supportivenes Supportive Sn ue p S sp u op rp tio vr etn iv ee snes OT ut ec ao m m e T e O aT u m t ec ao m m e T e O au m tc ome T eam Level Level LevL ee l vel Orienta O ti ro iO e nn rI tim a etn p iI o to m a O n r t p t i rI a o io m O e n n rn c p t rI a e tio m a e n r tn c p t iI a o e to m a O n n r tc p t i rI a o e io m O e n n rn c p t rI a e tio m a e n r tn c p t iI a o e to m a n n r tc p t iI a o eo m n n rc p tI a eo m n rc p ta eo n rc ta en ce InnovaI tn io nn o vation S tE ad b In u iE ln c id t a S o y u tt v E i a c o a d b a t n u t i ia E i o lc o iln d t a S n y u tta i a c o lb a n t ia E i lo ild t n y u a E cld a u tic oa n ta io l nal OriO en rtia O etn i ro tia O e n tn i ro tia O e n tn i ro tia O e n tn i ro tia e n tn io ta n t ion Outc so Tm es a e m s s Supp T o era ti m ve nes Level LevL ee l vL Outcome ee l vL ee l vL ee l vel LevL ee l vel RelR ate iv lR a et e iv la et ivR e elative Or si enta O ti ro iO e nn rtia etn io ta O n t i r so i e nn tatioO n r si enst ation OrientatioO n rientatioO n rientation ResR pe e In s cp tn e oc v R ta e ts iR o pn e e In s cp tn e oc v R ta e ts io pn e In ctn ov R ae ts io pn e ct Orien- LevL ee l vL ee l vL ee l vel LevL ee l vel OriO en rtia etn io ta n t ion Orientation HigH h ig H h ig h High Imp Io m rp tI ao m n rc p ta eo n rc tA I a em n ttc p e A e n o tt r tit e A o a n n n ttt c ie A to e o n n t tt ie A to o n n t tt ie A to o n n t tt ie to o n n t ito on to tation Respect ResR pe es cp t I n en cto vation In nI on vn ao tiv oa n t ion Suppor S tu iv p ep no erstiveneS s upportivenes Ou Attcto em n O te iT u o t e O n c a o u A t m o m tt c te o e m n O te iT u o t e O n c a o u A t m o m tt c te o e T m n e O ta e iT u m o t e O n c a o u t m o m t c e o me High High High Ed Su tE a cd b au t iE i lc o id t a n y u ta i c o la n ta io R l n ea sR p lS e ets c a R p tb e e iE s c lR ip td t y e e us c c R p ta S e e tti s c a o R p tb S n e e ita s c la R ip l tb t y e e is c l R ip tt y e es c R p t e es cR p t e es cp t ect Supportive Sn ue psportive Sn ue psportivenes Te O au m tc o Tm e O a e T u m t e O c a De o T u m m t et c a De a e o T m i m l e O s t a De a e T u m i l t es t c a De a o m im ls t De a e T i l e O s ta De a T u m il t es t c a a o m im ls e Attention to s s s OrienDe ta O O ti t r ro a i iO e e n il n n s rt ti a a et tn i iDe o o ta O O n n t i t r ro a i iO e e n il n n s rt ti a a O et tn i i rDe o o tia O O e n n tn i t r ro t a i ia O e e n it l n n i s ro t ti a a e n t tn i io o ta n n t ion InnI on vn ao tiv oa n I tn io nn I on vn ao tiv E oa n d I tn u io n cn a o tv E io a d t n u ia o cln a I n tE in o d o n u v ac a la S tt iti o a o n b n ia lilt y TeaT m e aT m e aT m e am TeaT m e am Outcome Outcome LevL ee l vL ee l vel Level Supportive Sn ue p S sp u op rp tio vr etn iv ee snes s s s OriO en rtia O etn i ro tia O O e n tn i r ro ti ia O O e e n tn n i r ro t ti ia a O e e n t tn n i i ro o t tia a O O e n n t tn i i r ro o ti ia e e n n tn n io t ta a O n t t i i ro o iO O e n nn r rti ia e etn n io t ta a n t t i io on n Details Attention Agg A re gs g A srie g vs g e A sr n ie g v e s g e A s sr n ie g v e s g e A s sr n ie g v e s g e s sr n ie v e se s sn iv ee snes ResR pe es cR p t e e In s cp tn e oc v R ta e ts io pn e In ctn I on vn ao tiv oa n t ion Level Level Level AtA teg ng tr iA o es n tt s e A t io v nt e A tti n e o g n e n g s t O r iA to e r os n i t e t s e A t i n o v n tt e a A t O ti n e to g i r n e o n i g s t O e n r iA t n o e r o t s n i t a O e t s e t A t i n i r o v n o ti t e a t O e t n i n e tn o i r n e o t n ia s t O e n it t n o i r o o t n i a O e n t t n i r o o ti a O e n tn i ro tia e n tn io ta n t ion High to Details High HigH h ig h s s s Stabilit S y t ability Stability InnI on vn aI o tn iv o n a n I o tn iv o n a n I o tn iv o n a n I o tn iv o n a n I o tn iv o n a n I o tn iv o n a n I o tn iv o n a n I o tn iv o n a n o t iv oa n t ion Sup S p u op rp tio v O r e S tn u u iv e t p c e S sp o n u o m e p rse p ti o v O r e S st n u u iv e t p c e s sp o no m e O r s se t u i v tO c e S so n u u m e t p c s se p o o m r se t i venes AttentiA o A n ttg e A tg o n r t tt e ie s o n s n i t v iA to e on t n t e e to n s tion A tot tention to High Details s De tDe ails ta ils s De tDe ails ta ils s De tDe ails ta ils EducatioS nta alb ilityE d Su ta cb at ii lo itn ya E ld S u tE a cd b au t ii lc o it a n y ta i o l nal OT ut ec ao T m m e O a e T u m t e O c ao u m m tO c e o u m tO ce o u m tO ce o u m tce o T m e O a eu m tO c o um tce o me Attention to Attention to Supportive Sn ue p S sp u op rp tio vr etn iv ee snes s De Ot r sa i e il n sDe t ati ts De o a O n il s t r sa i e il n sDe t a O ti t r so a i O e n il n s rti a etn iDe o ta n t i tso a n il s Educational InnI on vn aI o tn iv o n a n o t iv oa n I tn io nn o vatiT oe n O a u m tO c o T um t e O S c a e o tu m a m tO b c e i o T u l m it e tc y a e o m m O S e tu a tO b S ci o tu la m itb tc y e i o l m ity e Level Level LevL ee l vel Sup S p u op r S p tu io v p r e S p tn u io v e p r e S sp tn u io v e p r e S sp tn u io v e p r e S sp tn u io v e p r e S sp tn u io v e p r e S sp tn u io v e p r e S sp tn u io v e p r e sp tn io v er e stn iv ee snes AO O gg r ri i rO e e en n sr A s t tia a i O O e g v t tn g i i e r r A o o ti i r n a O e e e n n g e tn n s g i r s s o t ti ra a i O e e n v t tn s i i e r A s o o tin a i O e n n g v e tn g i e r A so ti r n a O e e n g e tn s g i r s s o ti ra i O e e n v tn s i e r A s o tin a i O e n g v e tn g i e r A so ti r n a O e e n g e tn s g i r s s o ti ra i e e n v tn s i e s o tn a in v e t i e so n n e s High High De tails High Details Aggressiveness s s s Level AggrA es tA t se ig v ng e A tr i n o e g e s n g s s rA t ie o vs t e A O t sn e ig r v n e i g e s t er i n A n o ee t s n ta s O t s e t A t ii r o v n o i t e A t e t n i n e n o g n e t n g a s t O r it to e i r o o s n i e s n t i n o v t e an tie os n High HiO gh ri O e n rtia O etn H i ro tiia O e n g tn h i ro ti a e n tn io ta O n t i ro iO e nn rtia etn io ta n t ion s s s s s s s s s s s s s s s s s StE ad b Su itla c ib t ay t iE i l o id t S n y u ta a clb a S t iti la o ib tn y ia l ilt S y tE ad bu ilc it ay ti oS nta alb ility AttentiA on tt e A to nt ttie A o n A n tttg ie A to g o n n r t tt e ie A ts o o n s n t i tt v ie to e o n n n t ie A to o sn t t e A to nt ttie o n A n tg ito g on r e tso s ivenes Sup S p u op r S p tu io v p r ep tn io v er e S stn u iv e p e sp no erstivenes s De tails s s De tails s De tDe ails tH a iilg s sh HigH h ig h Educationa Eld ucationa Eld ucational Team Team TeaT m e am OutO co um tO ce o u m tS ce o ta m be il ity S A ta ttO b S e A i n tu la ti tt tb t ie c A y o i o n l n tm i tt t ie A ty o e o n n t tt ie to o n n t iA to on t t e A to nt ttie o n n t ito on to Level Level Level DetailsDe tDe ails tDe a ils tDe a is l s tDe a ils ta ilsDe tDe ails ta ils s s s s s Outcom O eu tcom O eu tco Tm ea em Stab Sitla ib t S y itl a ib t S y itl a ib t S y itE l a id b t S y u itl a c ib t a S y t iti l a o ib t S n y ita E l a ild b t S y u itE l a c id b t a S y u t iti l a c o ib t a n y t ia i l o ilt n ya l Level Level Level OrienA ta g tg io re ns sive A n O g eg r si re en sA s ta ig v tg i e A o r n O e n g e s g r s s i ri O e e v n se rs tin a i ev e tn i e so tn a n e t ison OriH O en i rt g ia H O e h tn i i ro t g i a e n h tn io t a H n t i io gH n h ig h H O De i rg ie h tDe n a i t l as tt De a ii olH n s tDe a ii g lh s ta i lsDe tDe ails ta ils AggresA sig vg e A r n e g e s g A s srie g vs g e A sr n ie g v e s g e A s sr n ie g v e s g e s sr n ie v e se A s sn ig v eg e A sr n e g e s g s srie vse sn iv ee snes Orienta O ti ro ie nn ta O ti ro iO e nn rtia etn io ta n t ion Level LevL ee l vel s High s HigH h isg h s Edu E cd au tic oa n ta E io ld n u a E cld a u tic oa n ta E io ld n u acla tiona Eld ucational Atte A ntttie T A o n e n tta t ie t m o o n n t iT to o e n a t m o AgA g A r tt e g e T s g n A s e ri ta e g v im s o g e A s n r n ie g v e ts g e o s sr n ie v e se A s sn ig v eg e A sr n e g e s g s srie vse sn iv ee snes Stab Sitla ib t S y itl a ib ty il it S y t ability s s s H igs H h ig s H h ig s H h ig H h ig s H h ig s H h ig H h ig H h ig H h ig h Outcome T eam OT ut ec ao m m e OT ut e O c ao u m m tc e o me EducatioA na E tt ld e u n E c td i a A o u ti n tc o t a e n tt o n a i o tli A n oa n tt l e to n tion to LevL ee l vel LevL ee l vel Level Level Orienta O ti ro ie nn tation Orientation DetDe ails tDe a ils ta ils De s tais l s s s s s Outcome Edu E cd au tE ic o d a n u ta E ic o ld a n u ta E ic o ld a n u ta E ic o ld a n u ta E ic o ld a n u ta E ic o ld a n u ta E ic o ld a n u ta E ic o ld a n u ta ic o la n ta io l nal OrientatioO n rientatioO n rien T ta et aim on TeaT m e am Orientation OrieDe ntatta ii olO n sDe riO e tn ari til a e st De n io ta n tta ii oln s Level LevL ee l vel HigH h ig H h ig h High Agg A re gs g A srie g vs g e sr n ie v e se s sn iv ee snes Aggressivenes Orientation LevL ee l vL ee l vL ee l vL ee l vL ee l vL ee l vL ee l vL ee l vL ee l vel OrientatioO n riO en rtia etn io ta n t ion Atte Tn e O ta iT u m ot e n c a o t m o m O e T u t ec ao T A m m e t a te e m n tiT oe O na u A t m o tt c to e A m nttte ie T o n e n ta it m o on to Edu E cd au tE ic o d a n u ta ic o la n ta E io ld n u ac A la g tig orn ea sA l s ig vg er n ee sA s sig vg er n ee ss sivenes s s s s Outcome Outcome Outcome Attention to Team TeaT m e am OrDe iO O en t r rt a i ia e e it l n n i so t t a a O O n t t i i r ro o i iO e e n nn n rt tia a et tn i iDe o o ta O n n t i t ro a iO e n is l n s rti a etn iDe o ta O n s t i t rDe o a ie n il n s tt a a is t li so n LevL ee l vL ee l vel Level TeaT m e aT m e aT m e aT m e O aT u m t ec ao T m m e a e T m e O aT u m t e O c ao T u m m t ec a e o m m e OrientatioO n rientatioO n rientation Details OrientatioO n riO en rtia etn io ta n t ion AggrA es tt se iv ne ti n A oe n ts t e to n A tio gn g rte os sA ivte A tn eg n eg A s tr io e gs n gs rt ie o vs e sn iv ee snes OriO en rtia O etn i ro tia O e n tn i ro tia O e n tn i ro tia O O e n tn i r ro ti ia O e e n tn n i ro t tia a O e n t tn i i ro o tia O O e n n tn i r ro ti ia O O e e n tn n i r ro t ti ia a e e n t tn n i io o t ta a n n t t i io on n OutO co um tce o m O eu tO co um tce o m O eu tcome Outcome Attention A tot tention A tot tentio A ng tg or essivenes TeaT m e aT m e am Team s De tailsDe tails s Details s s Outcome OutO co um tce o me OriO en rtia etn iDe o ta O n t i t ro a iO e n il n s rti a etn iDe o ta O n t i t ro a ie n il n st atiA De oO t n t e t ra i n e itl n iso t a nt iA to ot n t e A ntttie o n n t ito on to OriO en rtia O etn i ro tia e n tn io ta O n t i ro ie nn tation OutO co um tO ce o u m tO ce o u m tO ce o u m tO ce o u m tO ce o u m tO ce o u m tO ce o u m tO ce o u m tce o me AggresA sig vg er n ee ss siveneA s ggressivenes OrientatioO n riO en rtia etn io ta n t De ion ta ils DetDe ails ta ils Atte A ntA ttie o g n n g t r iA to e os n t t s e A t io v nt e A tti n e o g n e n g s t r iA to e os n t t s e t io v n e A ti n o g e n g s rA te os t t se iv ne ti n oe n s to OriO en rtia O etn i ro tia O e n tn i ro tia O e n tn i ro tia O e n tn i ro tia O e n tn i ro tia O e n tn i ro tia O e n tn i ro tia O e n tn i ro tia e n tn io ta n t ion s s s OutO co um tO ce o u m tce o m O eu tcome Attention A tot te A ntttie o n A n tg ito g on r e tso s ive A n g eg A sre gs gsrie vse sn iv ee snes DetDe ails ta ils s De tDe ails ta ils s De tails s De tails Atte A ntttie A o n n ttt ie A to o n n t tt ie A to o n n t tt ie A to o n n t tt ie A to o n n t tt ie A to o n n t tt ie A to o n n t tt ie A to o n n t tt ie to o n n t ito on to OriO en rtia O etn i ro tia e n tn iDe o ta O n t i t ro a ie n il n st atiDe on tDe ails ta ils s s s Agg A re gs gsrie vse A sn ig v eg e A sr n e g e s g s srie vse A sn ig v eg e sr n ee ss sive A n g eg sressivenes DetDe ails tDe a ils tDe a ils tDe a ils tDe a ils tDe a ils tDe a ils tDe a ils tDe a ils ta ils Atte A ntttie A o n n tA tt ie to g o n n g t r iA to e os n t t s e t io v n e A ti n o g e n g A s rte g os g srie vse sn iv ee snes s s s s s s Agg A re gs g A srie g vs g e A sr n ie g v e s g e A s sr n ie g v e s g e A s sr n ie g v e s g e A s sr n ie g v e s g e A s sr n ie g v e s g e A s sr n ie g v e s g e A s sr n ie g v e s g e s sr n ie v e se s sn iv ee snes s s s DetDe ails tDe a ils ta ilsDe tails s s s s s s s s s s Agg A re gs g A srie g vs g e sr n ie v e se A s sn ig v eg e sr n ee ss sivenes s s s s Appl. Syst. Innov. 2022, 5, 66 14 of 16 direct relationship between BPR and employee performance. The results indicated a strong positive association to cost reduction and lead time to shortened work processes. 7. Conclusions and Remark This paper introduced a seven-step fuzzy analytical hierarchy process (FAHP) ap- proach for integrating the BPR factors with OC to ensure the effectiveness of the BPR’s initiatives. The proposed model was investigated through a real case study. A panel expert from the American Society for Quality (ASQ) members’ network-Qatar chapter was used to validate the selected factors. The results showed that the highly important BPR factors are (1) organizational strategy, (2) leadership, and (3) transfer knowledge. The results also showed that the most important OC cultures are (1) respect for people, (2) innovation, and (3) supportiveness. The correlation analysis study has shown that these factors are highly correlated with the top three BPR factors. Another notable ﬁnding is that the team orientation, outcome orientation and attention to detail factors have a medium correlation with the BPR factors. Moreover, the aggressiveness showed a weak correlation with all the BPR factors. Finally, the authors believe that these ﬁndings would be helpful for decision-makers with for successful integration of the BPR and OC factors to ensure effective implementation of the BPR initiatives. The authors recommend extending the proposed approach to include several services and production organizations for future research works. In addition, other analytical approaches such as neural networks and fuzzy technical for order of preference by similarity (TOPSIS) are suggested for future research. There were some limitations found in the study. First, most BPR studied constructs were taken from the same pool. There is a need to create new constructs deﬁned by the industry to avoid generalizing them. There must be more studies of BPR models and elements in different parts of the world. The developing countries should be studied too. Finally, the body of knowledge needs more study of correlations of different elements affecting BPR projects. Most current studies analyze BPR again productivity only. Author Contributions: Conceptualization, A.M.H.; Data curation, A.F.; Formal analysis, A.F. and G.M.A.; Investigation, G.M.A. and A.M.H.; Methodology, A.F., G.M.A., K.N.A.-K. and A.M.H.; Project administration, A.M.H.; Resources, K.N.A.-K.; Supervision, K.N.A.-K. and A.M.H.; Validation, A.F.; Writing—original draft, A.F.; Writing—review & editing, G.M.A. and A.M.H. All authors have read and agreed to the published version of the manuscript. Funding: This research received no external funding. Institutional Review Board Statement: Not applicable. Informed Consent Statement: Not applicable. 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Modeling the Relationship between Business Process Reengineering and Organizational Culture

Modeling the Relationship between Business Process Reengineering and Organizational Culture