Abstract
This article investigates the practicalities of implementing business process re-engineering (BPR) through two case studies, DefCo and ServiCo in the public sector. It demonstrates the destructive and insidious nature of BPR, and deconstructs the myth that BPR represents a discontinuity in management thinking.
Original language | English |
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Pages (from-to) | 116-128 |
Number of pages | 13 |
Journal | New Technology, Work and Employment |
Volume | 13 |
Issue number | 2 |
DOIs | |
Publication status | Published - Sept 1998 |
Keywords
- busines process re-engineering