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Discusses the fact that business process re‐engineering (BPR) and a new pattern of work such as teleworking share certain common drivers – a desire for greater flexibility and lower operating costs – and both can also involve a fundamental review of the interaction of people, processes and...
The case study analysis presented in the first article allowed the generation of a preliminary model of total quality‐based performance measurement systems. This second of three articles uses the data obtained from 15 case studies to develop and refine the model by the use of cross‐case...
Defines total quality management (TQM) as a business approach which focuses on the continuous improvement of an organization’s business processes, and business process re‐engineering (BPR) as a fundamental and radical restructuring of those processes, characterized by discontinuous...
Discusses business process re‐engineering, the latest paradigm to enter the management lexicon, which seeks to combine a processes orientation with an edict for radical change. Propose that BPR has now passed through the stage of euphoria, characterized by extravagant claims about the benefits...
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