Summary
Contents
Subject index
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
BPR and TQM: Divergence or Convergence?
BPR and TQM: Divergence or Convergence?
In recent years Business Process Reengineering (BPR) has become a ‘hot topic’ in the academic literature on management operations, taking the mantle of Total Quality Management (TQM) in this respect. The ABI Inform database reveals that between January 1994 and August 1996 there were more than 2,000 articles on BPR as compared with less than 1,000 articles on TQM. Proponents of BPR point to the theoretical incommensurability between BPR and TQM, arguing that they represent fundamentally different philosophies of organization (Hammer and Champy, 1994). In contrast, we suggest that, in practice, the boundaries between BPR and TQM are more porous and uncertain, and that BPR programmes can in fact build upon the foundations and ...
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