Addresses the latest vogue in managerial theory – business process re‐engineering (BPR). Locates BPR within other recent challenges to traditional modes of organizing work, and subjects it to some critical scrutiny in order to provide some markers for further work. Examines BPR in terms of the assumptions which it claims not to have, and in terms of the contradictions entailed by its use of concepts of commitment, empowerment and technology. Overall, aims to provide HRM professionals and academics with some of the arguments that may be deployed to challenge the excessive enthusiasm of some BPR advocates.
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Grey et al. (1995) studied this question.
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