Business process re‐engineering in theory and practice: business paradise regained?

Abstract

This article examines the hype surrounding BPR from a historical, theoretical and empirical perspective. It delineates three ways in which politics are critical to understanding BPR and uses findings on BPR practice, including from case study work and a 1994/5 UK survey conducted by the authors, to locate and explain BPR's appeal and also the less radical outcomes of BPR practice.