This paper analyses Business Process Re-engineering (BPR) implementation in 20 European firms. In contrast with the radical postulates of the early orthodox literature, the find- ings reveal that BPR was used in a preventive way, with implementation time lengths directly related to the scope of the organisational changes attempted and generating moderately positive results according to corporate performance indicators, with relatively low social cost.
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Gallastegi et al. (2006) studied this question.
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