The Reengineering Revolution reviews the significance of the
Business Process Reengineering trend for management practice since
the early 1990's.
Combining empirical and theoretical perspectives, David Knights
and Hugh Willmott show how both term and practice shaped the recent
widely adopted policies of downsizing', restructuring and emphasis
on process' rather than task.
Well-known contributors analyze the impact of Business Process
Reengineering in a number of settings: supermarkets and the food
chain; the public sector; banks.
The theoretical history of Business Process Reengineering is
also detailed in relation to ideas about bureaucracy, hierarchy,
transformation
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