Volume 13, Issue 8 (August 2026), Pages: 147-154

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 Original Research Paper

The impact of business process re-engineering on organizational performance: A study of Saudi Pharmaceutical Industries and Medical Appliances Corporation (SPIMACO)

 Author(s): 

Ebtehal Saleh Freeh Allhidan *

 Affiliation(s):

Department of Management and Information Systems, College of Business Administration, University of Hail, Hail, Saudi Arabia

 Full text

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 * Corresponding Author. 

   Corresponding author's ORCID profile:  https://orcid.org/0009-0003-7208-5701

 Digital Object Identifier (DOI)

 
https://doi.org/10.21833/ijaas.2026.08.014

 Abstract

This research investigates the effect of business process re-engineering on organizational performance at Saudi Pharmaceutical Industries and Medical Appliances Corporation (SPIMACO). A descriptive research approach was employed, with data collected through a structured questionnaire administered to a sample of 120 employees. The instrument assessed four core dimensions of process re-engineering: restructuring of the organizational structure, top management commitment and support, employee empowerment, and organizational culture. The results indicate that all dimensions achieved high mean scores, with values of 3.401 for organizational structure, 3.402 for top management commitment and support, 3.592 for employee empowerment, and 3.559 for organizational culture. Statistical analysis further revealed a significant effect of business process re-engineering and its dimensions on organizational performance at the (α ≤ 0.05) significance level. The findings suggest that the systematic implementation of process re-engineering enhances organizational performance by increasing structural adaptability, strengthening managerial commitment, encouraging employee participation, and fostering a supportive organizational culture. Accordingly, the study recommends integrating business process re-engineering as a strategic mechanism to achieve sustained performance improvement and strengthen competitive positioning within the healthcare and pharmaceutical sector.

 © 2026 The Authors. Published by IASE.

 This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0/).

 Keywords

Business process re-engineering, Organizational performance, Organizational structure, Employee empowerment, Organizational culture

 Article history

Received 5 December 2025, Received in revised form 25 May 2026, Accepted 18 August 2026

 Acknowledgment

The author gratefully acknowledges the University of Hail for its academic support. The author also thanks the participants for their voluntary contribution to this study. 

 Compliance with ethical standards

 Ethical considerations

The study was conducted in accordance with the ethical requirements applicable to research involving human participants. Participation was voluntary, and informed consent was obtained from all participants before completion of the questionnaire. Participants were informed of the academic purpose of the study and assured that their responses would remain anonymous and confidential. No personally identifiable information was collected, and participants could decline participation or withdraw at any stage without consequences. The collected data were analyzed and reported in aggregate form to protect participants' privacy. 

 Citation:

Allhidan ESF (2026). The impact of business process re-engineering on organizational performance: A study of Saudi Pharmaceutical Industries and Medical Appliances Corporation (SPIMACO). International Journal of Advanced and Applied Sciences, 13(8): 147-154

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