Re-engineering is dead; Long live re-engineering

Authors:
M. G. Martinsons;D. L. Revenaugh
Affiliations:
Associate Professor of Business and Management with the City University of Hong Kong, China and Research Director of the Pacific Rim Institute for Studies of Management (PRISM), China;Assistant Professor with the American Graduate School of International Management (Thunderbird) at Glendale, Arizona, USA
Venue:
International Journal of Information Management: The Journal for Information Professionals
Year:
1997

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Abstract

Business process re-engineering (BPR) has been associated with runaway costs and corporate downsizing. This and other negative connotations have created or strengthened suspicions about the organizational impacts of information technology (IT). This paper considers the fundamental ideas of BPR, with IT as an enabling agent, and examines their consistency with sound management practice.