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

Barbara Harrington; Kevin McLoughlin; Duncan Riddell

doi:10.1111/1468-005X.00037

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

Barbara Harrington, Kevin McLoughlin, Duncan Riddell

School of Healthcare and Nursing Sciences

Research output: Contribution to journal › Article › peer-review

18 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 language	English
Pages (from-to)	43-50
Journal	New Technology, Work and Employment
Volume	13
Issue number	1
DOIs	https://doi.org/10.1111/1468-005X.00037
Publication status	Published - Mar 1998

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http://onlinelibrary.wiley.com/doi/10.1111/1468-005X.00037

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AB - 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.

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

Abstract

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