Key points are not available for this paper at this time.
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.
Harrington et al. (Sun,) studied this question.