Business Process Re‐engineering in the Public Sector: a Case Study of the Contributions Agency

Barbara Harrington · Kevin McLoughlin · Duncan Riddell

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Public Policy and Administration Research Business Process Modeling and Analysis Organizational Management and Change

Abstract

There has been a growing literature which, from a social science perspective, seeks to critically assess the use of business process re‐engineering (BPR) in effecting radical organisational change. Using a case study of the Contributions Agency, this article reports on the problems of using BPR in a public sector organisation, and discusses the findings in relation to the current critique of BPR.

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2007Public sector capacity reform in Ethiopia: a tale of success in two ministries?2013Key Differences of Private and Public Sector Business Process Change 2016Emergent risks in business process change projects 2015Young and unionised in the UK? Insights from the public sector

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