Reengineering, also known as a business process redesign, involves a fundamental rethinking, and often a radical redesign, of an entire business process or a set of process to achieve dramatic improvements. The central paradox of reengineering is that its own advantages constitute the greatest threat to its success. For reengineering to be the right choice, the organization must have real capacities to embrace changes across the board. The key is to begin with, and to preserve, a vision of the new order, which drives this structured approach, and is in turn calibrated by that approach. However, in most cases of these calibrations, the empirical evidences on the effect of determinants in the reengineering are required. Seemingly, the research results in this area are scarcely verified. This article tried to search the effect of four dimensions of the reengineering toward the performance of reengineering. The results showed that the factors of the organization behavior and of the methodology/operation had more affected on the performance.