The Reengineering Revolution?: Critical Studies of Corporate Change
Publication Year: 2000
The Reengineering Revolution reviews the significance of the Business Process Reengineering trend for management practice since the early 1990's. Combining empirical and theoretical perspectives, David Knights and Hugh Willmott show how both term and practice shaped the recent widely adopted policies of `downsizing', restructuring and emphasis on `process' rather than task. Well-known contributors analyze the impact of Business Process Reengineering in a number of settings: supermarkets and the food chain; the public sector; banks. The theoretical history of Business Process Reengineering is also detailed in relation to ideas about bureaucracy, hierarchy, transformation
- Front Matter
- Subject Index
- Chapter 1: The Reengineering Revolution? An Introduction
- Chapter 2: ‘Now Where Were We?’ BPR Lotus-Eaters and Corporate Amnesia
- Chapter 3: Dedicated Followers of Fashion: BPR and the Public Sector
- Chapter 4: ‘Such Stuff as Dreams are Made on’: BPR up against the Wall of Functionalism, Hierarchy and Specialization
- Chapter 5: Reengineering the Food Chains: A Systems Perspective on UK Supermarkets and BPR
- Chapter 6: Business Process Reengineering and ‘The New Organization’
- Chapter 7: What about the Workers?: BPR, Trade Unions and the Emiseration of Labour
- Chapter 8: BPR and TQM: Divergence or Convergence?
- Chapter 9: Management as Magic: Reengineering and the Search for Business Salvation
Editorial arrangement and Chapter 1 © David Knights and Hugh Willmott 2000
Chapter 2 © Keith Grint and Peter Case 2000
Chapter 3 © Matthew Jones and Richard Thwaites 2000
Chapter 4 © Darren McCabe and David Knights 2000
Chapter 5 © Jennifer Frances and Elizabeth Garnsey 2000
Chapter 6 © Søren Peter Gunge 2000
Chapter 7 © Gregor Gall 2000
Chapter 8 © Mihaela Kelemen, Paul Forrester and John Hassard 2000
Chapter 9 © Robin Fincham 2000
First published 2000
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, transmitted or utilized in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without permission in writing from the Publishers.
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ISBN 0 7619 6291 3
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List of Contributors[Page vi]
Peter Case is Senior Research Fellow in Organizational Theory at Oxford Brookes University, and holds higher degrees from the University of Massachusetts and the University of Bath. A sociologist by training, his research interests revolve around a central theme: the manner in which humans pursue strategies of self-defeat in the organizations they co-create and the means by which such strategies are rationalized. His recent work on these themes can be found in such journals as Management Learning, Journal of Management Studies and Studies in Cultures, Organizations and Societies. Current research projects include the study of virtual organizations and issues of (mis)trust in management practice and education.
Robin Fincham is a Senior Lecturer in Management at Stirling University. His recent research interests include critical perspectives on new technology, in particular information systems in financial services. Current research focuses on the nature of managerial knowledge, managerial fashion and management consultancy. His publications include Expertise and Innovation: IT Strategies in Financial Services (Oxford, 1994), New Relationships in the Organised Professions (Avebury, 1996), and a forthcoming edited collection, Critical Consulting (Blackwell).
Paul Forrester is Senior Lecturer in Operations Management and Convenor of the Operations and Information Management Research Group at Aston Business School. His research interests centre upon the design and organization of production systems, and the relationship with technology and manufacturing strategy. He also has interests in international management development practices and has extensive research and teaching experience in Pacific Asia and Central/Eastern Europe. He has published widely in all these fields.
Jennifer Frances is a consultant with Employment Relations Consultants, working with senior managers within large-scale organizations in both the public and private sectors. Jennifer's postgraduate research at the Open University focused on supply chain management in the food industry, and as Research Fellow in the Open University Business School she worked with the ESRC Innovation Programme.
Gregor Gall is a Senior Lecturer in Industrial Relations in the Department of Management and Organization at the University of Stirling. He has sought to bring to bear a Marxist analysis in examining and analysing the challenges facing contemporary trade unionism in Britain.
[Page vii]Elizabeth Garnsey's wide research interests have led her to explore a revitalized systems approach to complex dynamic processes. Her publications illustrate applications of this approach to emerging industry and retail networks. An Oxford graduate, she completed her doctoral work at the University of California at Berkeley. She holds a part lectureship in Innovation Studies with the Cambridge University Department of Engineering and Judge Institute of Management Studies.
Keith Grint is a Reader in Organizational Behaviour at the Said Business School, and a Fellow of Templeton College, Oxford University. His recent publications include The Machine at Work (1997, with Steve Woolgar), Fuzzy Management (1997), and the 2nd edition of The Sociology of Work (1998). He is currently working on an ESRC-sponsored project on informal leadership. His current books, The Arts of Leadership and The New Sociology of Work, are both due out in 2000.
Søren Peter Gunge is currently employed as a Researcher at the Centre for Work Environment and Change Management, a research centre established by the Department of Occupational Medicine, Herning Hospital and the Herning Institute of Business Administration and Technology, Denmark. Previously he was employed as a Research Fellow at the Department of Organization and Management, the Aarhus School of Business, Denmark, where he was doing research on IT and organizational change.
John Hassard is Professor of Organizational Analysis at UMIST. Previously he taught at the London Business School and Keele and Cardiff universities. His publications include Time, Work and Organizations (1989), The Theory and Philosophy of Organizations (1990), The Sociology of Time (1990), Sociology and Organization Theory (1993), Postmodernism and Organizations (1993), Towards a New Theory of Organziations (1994), R and D Decisions (1996) and Organization/Representation (1998). His research interests lie in organization theory and industrial sociology.
Matthew Jones is a Lecturer in Information Management in the Management Studies, Department of Engineering and Judge Institute of Management Studies at the University of Cambridge. Dr Jones previously held postdoctoral research posts at the Universities of Reading and Cambridge where he was involved in the development of computer-based models for use in public policy decision-making. His current research interests are concerned with the social and organizational aspects of the design and use of information systems, and the relationship between technology and social and organizational change. He has published widely on these issues.
Mihaela Kelemen is Lecturer in Quality Management in the Department of Management of Keele University and a member of the Centre for Social Theory and Technology. Her research interests and publications cover topics such as critical approaches to quality management and reengineering, identity and morality, gender, and Eastern European management.
[Page viii]David Knights is Professor of Organizational Analysis and Head of the School of Management at Keele University. He is the editor of the journal Gender, Work and Organization and has published widely in journals and books. Research interests include: organization and social theory; Call Centre research; and education, gender, IT, strategy and consumption in financial services. Recent authored books include: Managers Divided: Organisational Politics and Information Technology Management, (with F. Murray, 1994, Wiley); and Management Lives: Power and Identity in Work Organisations (with H. Willmott, 1999, Sage). Edited books include: Regulation and Deregulation in European Financial Services (with G. Morgan, 1997, Macmillan) and Financial Service Institutions and Social Transformations: International Studies of a Sector in Transition (with T. Tinker, 1997, Macmillan).
Darren McCabe is a Lecturer in Organizational Analysis at the Department of Management, Keele University. His research has focused upon a variety of innovations in both the manufacturing and financial services sectors including Total Quality Management, Business Process Reengineering and Teamworking. His most recent publications include D. McCabe (1999) ‘Total Quality Management: Anti-Union Trojan Horse or Management Albatross?’ in Work, Employment and Society (1999) and ‘The Team Dream: The Meaning and Experience of Teamworking for Employees in an Automobile Manufacturing Company’, in Teamworking, (ed. S. Proctor and F. Mueller, 1999, Macmillan).
Richard Thwaites holds a BA in Criminology from Simon Fraser University, a Masters in Public Administration from University of Victoria and an MPhil from the University of Cambridge. He has worked widely as a consultant in the Canadian public sector.
Hugh Willmott is Professor of Organizational Analysis in the Manchester School of Management. He is currently working on a number of projects whose common theme is the changing organization and management of work, including projects in the ESRC Virtual Society and Future of Work programmes and an ICAEW-funded study of strategic reorientation. His most recent books include Making Quality Critical (co-edited, 1995, Routledge), Managing Change, Changing Managers (co-authored, 1995, CIMA), and Making Sense of Management: A Critical Introduction (co-authored, 1996, Sage) and Management Lives (co-authored, 1999, Sage). Hugh has served on the editorial boards of a number of journals including Administrative Science Quarterly, Organization, Organization Studies and Accounting, and Organizations and Society.