Table of contents
Hitch‐hiking on a hype: Dutch consultants engineering re‐engineering
Jos Benders, Robert‐Jan van den Berg, Mark van BijsterveldBusiness process re‐engineering (BPR) is described as a management fashion. Manage‐ment fashions are introduced on the market for management knowledge by fashion‐setters, who are…
Business process reengineering at Blue Shield of California: the integration of multiple change initiatives
Michael W. Stebbins, Abraham B. (Rami) Shani, Wayne Moon, Debra BowlesIn order to implement business process reengineering successfully, organizations find that they need to combine a variety of change initiatives. Yet, most of the empirical…
Participative design: linking BPR and SAP with an STS approach
James C. TaylorThe decades‐old paradox of great software promise and its disappointing practice in organizations has been recently increased by the appearance of “enterprise‐wide” systems (often…
Reengineering for business option value
Paul Lillrank, Sami HolopainenBusiness process reengineering (BPR) is following a typical maturity cycle as a business fad. Some of the more radical and flashy elements are omitted as the basic principles…
Multiple personalities: the case of business process reengineering
Hans PruijtBPR can be deconstructed into four different identities. In the first place it is a product of the management fad industry. In the second place it is part of a neo‐Taylorist…
ISSN:
0953-4814Online date, start – end:
1988Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Prof Slawomir Magala