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Reengineering Health CareThe Complexities of Organizational Transformation$
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Terry McNulty and Ewan Ferlie

Print publication date: 2004

Print ISBN-13: 9780199269075

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199269075.001.0001

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Understanding Business Process Reengineering as Planned Organizational Transformation

Understanding Business Process Reengineering as Planned Organizational Transformation

Chapter:
(p.17) 2 Understanding Business Process Reengineering as Planned Organizational Transformation
Source:
Reengineering Health Care
Author(s):

Terry McNulty

Ewan Ferlie

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199269075.003.0002

Business process reengineering (BPR) is defined as the ‘the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance…’. Classical and incremental revisionist writers have great confidence in this view that it may be able to bring about successful transformation through interventions while the critical writers who have commented on this process are skeptical about the assumptions of organization and the results of the actual practice of BPR. This chapter answers the following basic questions: what is organization transformation? How can a BPR-inspired attempt at organizational transformation be assessed? This chapter builds on business processes as the focus of the efforts for change and describes how BPR is practiced through presenting related literatures regarding the subject.

Keywords:   classical revisionism, incremental revisionism, rethinking, redesign, organization transformation, business processes

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