Examines business process re‐engineering (BPR) from a theoretical standpoint. Elaborates on antecedent concepts to the BPR construct and highlights their usefulness in strengthening the conceptual foundation of BPR. Develops a model of BPR based on the elements of process, radical transformation and sociotechnics interaction, increasing the level of sharing and collaboration and reducing the number of sequences within organizational processes. Notes that these change forces provide direction and impetus to BPR‐based change initiatives. Describes a framework for translating issues, such as those encapsulated by the people and organizational culture dimension.
No takes yet. Share an insight, caveat, or question.
AHMED et al. (1996) studied this question.
Synapse has enriched 5 closely related papers on similar clinical questions. Consider them for comparative context: