The Reengineering Revolution: Critical Studies of Corporate Change

David Knights, Hugh Willmott
SAGE Publications, 02.05.2000 - 196 Seiten
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

Autoren-Profil (2000)

Hugh Wilmott is Professor of Management, Bayes Business School, City University London, UK and also holds the position of Professor of Organization Studies at Cardiff Business School, Wales. He has previously held professorial appointments at Cambridge (Judge Business School) and UMIST (now Manchester Business School), both UK, and visiting appointments at Copenhagen Business School, Denmark, University of Sydney, Australia, and Uppsala University, Sweden. He has published widely with over 20 books including Organization Theory and Design, and contributed to a range of management and social science journals. Hugh is a past Associate Editor on The Academy of Management Review and also served an equivalent role on the journal Organization. He has been a board member of numerous other journals including Administrative Science Quarterly, Journal of Management Studies, and Organization Studies.

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