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.
|Number of pages||13|
|Journal||New Technology, Work and Employment|
|Publication status||Published - Sep 1998|
- busines process re-engineering