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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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Harrington et al. (1998) studied this question.
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