The Reengineering Revolution: Critical Studies of Corporate Change. This item is unavailable.The Reengineering Revolution: Critical Studies of Corporate Change

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 and design.

CONTRIBUTOR′S:

Peter Case Oxford Brookes University

Robin Fincham University of Stirling

Paul Forrester Aston University

Jennifer Frances Open University

Gregor Gall University of Stirling

Elisabeth Garnsey Judge Institute of Management, Cambridge

Keith Grint University of Oxford

John Hassard UMIST, Manchester

Søren Peter Gunge Aarhus School of Business

Matthew Jones Judge Institute of Management, Cambridge

Minhaela Kelemen Keele University

Darren McCabe University of Manchester

Richard Thwaites Judge Institute of Management, Cambridge