# Modeling the Relationship between Business Process Reengineering and Organizational Culture
## 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 supportiveness. 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. Moreover, the model helps identify the relative importance of each element in the group. For example, in the applied case study, it was found that the constructs of BPR are ordered according to the most important:  
1. Organizational strategy;
2. Leadership;
3. Transfer of experience;
4. End-user satisfaction;
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.