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Business Process Re‐engineering in the Public Sector: a Case Study of the Contributions Agency
Author(s) -
Harrington Barbara,
McLoughlin Kevin,
Riddell Duncan
Publication year - 1998
Publication title -
new technology, work and employment
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.889
H-Index - 45
eISSN - 1468-005X
pISSN - 0268-1072
DOI - 10.1111/1468-005x.00037
Subject(s) - business process reengineering , agency (philosophy) , relation (database) , public sector , process (computing) , perspective (graphical) , business process , process management , business , sociology , political science , work in process , marketing , social science , computer science , database , lean manufacturing , artificial intelligence , operating system , law
There has been a growing literature which, from a social science perspective, seeks to critically assess the use of business process re‐engineering (BPR) in effecting radical organisational change. Using a case study of the Contributions Agency, this article reports on the problems of using BPR in a public sector organisation, and discusses the findings in relation to the current critique of BPR.