Re-engineering is dead; long live re-engineering

Maris G. Martinsons; D. Lance Revenaugh

doi:10.1016/S0268-4012(96)00050-3

Re-engineering is dead; long live re-engineering

Maris G. Martinsons
, D. Lance Revenaugh

Research output: Journal Publications and Reviews › RGC 21 - Publication in refereed journal › peer-review

17 Citations (Scopus)

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. © 1997 Elsevier Science Ltd.

Original language	English
Pages (from-to)	79-82
Journal	International Journal of Information Management
Volume	17
Issue number	2
DOIs	https://doi.org/10.1016/S0268-4012(96)00050-3
Publication status	Published - Apr 1997

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title = "Re-engineering is dead; long live re-engineering",

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. {\textcopyright} 1997 Elsevier Science Ltd.",

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AU - Martinsons, Maris G.

AU - Revenaugh, D. Lance

PY - 1997/4

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N2 - 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. © 1997 Elsevier Science Ltd.

AB - 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. © 1997 Elsevier Science Ltd.

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UR - https://www.scopus.com/record/pubmetrics.uri?eid=2-s2.0-0031124376&origin=recordpage

U2 - 10.1016/S0268-4012(96)00050-3

DO - 10.1016/S0268-4012(96)00050-3

M3 - RGC 21 - Publication in refereed journal

SN - 0268-4012

VL - 17

SP - 79

EP - 82

JO - International Journal of Information Management

JF - International Journal of Information Management

IS - 2

ER -

Re-engineering is dead; long live re-engineering

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