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dc.contributor.authorRandle, Keith
dc.contributor.authorGrey, Susan
dc.contributor.authorBlair, Helen
dc.date.accessioned2017-07-03T16:23:21Z
dc.date.available2017-07-03T16:23:21Z
dc.date.issued1998-09
dc.identifier.citationRandle , K , Grey , S & Blair , H 1998 , ' A Pernicious panacea: a critical evaluation of business re-engineering ' , New Technology, Work and Employment , vol. 13 , no. 2 , pp. 116-128 . https://doi.org/10.1111/1468-005X.00045
dc.identifier.issn0268-1072
dc.identifier.otherPURE: 10748637
dc.identifier.otherPURE UUID: d34da781-f64c-4e04-bd80-b5fb50320a8c
dc.identifier.otherScopus: 17344366482
dc.identifier.urihttp://hdl.handle.net/2299/18740
dc.descriptionHelen Blair, Susan Grey and Keith Randle, 'A pernicioius panacea - a critical evaluation of business re-engineering', New Technology, Work and Employment, Vol. 13 (2): 116 - 128, September 1998, DOI: 10.1111/1468-005X.00045. © Blackwell Publishers Ltd, 1998.
dc.description.abstractThis article investigates the practicalities of implementing business process re-engineering (BPR) through two case studies, DefCo and ServiCo in the public sector. It demonstrates the destructive and insidious nature of BPR, and deconstructs the myth that BPR represents a discontinuity in management thinking.en
dc.format.extent13
dc.language.isoeng
dc.relation.ispartofNew Technology, Work and Employment
dc.subjectbusines process re-engineering
dc.titleA Pernicious panacea: a critical evaluation of business re-engineeringen
dc.contributor.institutionHertfordshire Business School
dc.contributor.institutionCentre for Research on Management, Economy and Society
dc.contributor.institutionCreative Economy Research Centre
dc.contributor.institutionGlobal Work and Employment
dc.contributor.institutionRegistry
dc.description.statusPeer reviewed
rioxxterms.versionofrecordhttps://doi.org/10.1111/1468-005X.00045
rioxxterms.typeJournal Article/Review
herts.preservation.rarelyaccessedtrue


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