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Explores the need for a business process re‐engineering methodology and presents a critique of the existing methodologies. The identified weaknesses served as a basis for the development of a new eight‐stage BPR methodology which was implemented and evaluated within three European construction companies. Summarises these stages, highlighting the need for a more integrated approach to organisational change where the human and organisational issues are incorporated in the implementation of the BPR initiative.
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Stored only when both papers are in the corpus — 83 citations exist upstream.
Papers that cite the same references — the relational fallback while embeddings are still backfilling.
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