Business process re-engineering in the public sector: A case study of the Contributions Agency

Barbara Harrington, Kevin McLoughlin, Duncan Riddell

Research output: Contribution to journalArticlepeer-review

15 Citations (Scopus)

Abstract

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.
Original languageEnglish
Pages (from-to)43-50
JournalNew Technology, Work and Employment
Volume13
Issue number1
DOIs
Publication statusPublished - Mar 1998

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