Representing process: The contribution of a re-engineering frame

International Journal of Operations and Production Management

Volumn 18, Issue 12, 1998, Pages 1163-1188

  Buchanan, David ^a  

^a DE MONTFORT UNIVERSITY   (United Kingdom)

Author keywords

BPR; Hospitals; Management; Organizational change

Indexed keywords

EID: 0009440671     PISSN: 01443577     EISSN: None     Source Type: Journal    
DOI: 10.1108/01443579810236610     Document Type: Review

References (66)

1. Abrahamson, E. (1996), "Management fashion", Academy of Management Review, Vol. 21 No. 1, pp. 254-85.
2. Armistead, C. and Rowland, P. (1994), "Improving the chances of success for BPR initiatives by learning from the success and failures of operations management philosophies", paper presented at the BPR Academic Directions Conference, Cranfield School of Management..
3. Atkinson, P. and Hammersley, M. (1994), "Ethnography and participant observation", in Denzin, N.K. and Lincoln, Y.S. (Eds), Handbook of Qualitative Sociology, Sage Publications, Thousand Oaks, CA, pp. 248-61.
4. Balle, M. (1995), The Business Re-engineering Action Kit, Kogan Page, London.
5. Beer, M., Eisenstat, R.A. and Spector, B. (1990), "Why change programs don't produce change", Harvard Business Review, November-December, pp. 158-66.
6. Bennis, W.G. (1969), Organization Development: Its Nature, Origins, and Prospects, Addison Wesley, Reading, MA.
7. Betitici, U.S. and Muir, D. (1997), "Business process definition: a bottom-up approach", The International Journal of Operations & Production Management, Vol. 17 No. 4, pp. 365-74.
8. Blackburn, A. (1996), "BPR - new wine which missed the bottle ?", Management Services, May, pp. 18-21.
9. Brown-Humes, C. (1994), "Production line treatment for patients", Financial Times, 7 January, p. 7.
10. Buchanan, D.A. (1996), "The limitations and opportunities of business process re-engineering in a politicized organizational climate", Human Relations.
11. Buchanan, D.A. and Wilson, B. (1996a), "Re-engineering operating theatres: the perspective assessed", Occasional Paper Series, Leicester Business School, April.
12. Buchanan, D.A. and Wilson, B. (1996b), "Next patient please: the operating theatres problem at Leicester General Hospital", in Storey, J. (Ed.), Case Studies in Human Resource and Change Management, Blackwell, Oxford, pp. 190-205.
13. Carr, D.K. and Johansson, I.J. (1995), Best Practice in Re-engineering: What Works and What Doesn't in the Re-engineering Process, McGraw-Hill, New York, NY.
14. Churchill, K. (1994), Good Practice in Operating Theatre Management, NHS Executive, Leeds.
15. Council of International Hospitals (1993), Re-engineering Hospital Surgery, The Advisory Board Company, Washington, DC.
16. Craig, J. and Yetton, P. (1993), "Business process redesign: a critique of process innovation by Thomas Davenport as a case study in the literature", Australian Journal of Management, Vol. 17 No. 2, December, pp. 285-306.
17. Cummings, T.G. and Worley, C.G. (1993), Organization Development and Change, 5th ed., West Publishing, St Paul, MN.
18. Davenport, T.H. (1993), Process Innovation: Re-engineering Work through Information Technology, Harvard Business School Press, Boston, MA.
19. Davis, L.E. and Engelstad, P.H. (1966), Unit Operations in Socio-technical Systems: Analysis and Design, Tavistock Institute of Human Relations, Document No. T894, Tavistock Institute, London.
20. Dawson, P. (1994), Organizational Change: A Processual Approach, Paul Chapman Publishing, London.
21. de Sitter, L.U. (1993), "A socio-technical perspective", in von Eijnatten, F. (Ed.), The Paradigm that Changed the Workplace, Arbetslivcentrum, Stockholm.
22. Dubrin, A.J. (1996), Re-engineering Survival Guide: Managing and Succeeding in the Changing Workplace, Thomson Executive Press, Cincinnati, OH.
23. Eijnatten, F. von (1993), The Paradigm that Changed the Workplace, Arbetslivcentrum, Stockholm.
24. Emery, F.E. (1966), Report on a Theoretical Study of Unit Operations, Tavistock Institute of Human Relations Document No. T900, Tavistock Institute, London.
25. Feldbaum, E.G. and Kratz, L.A. (1995), Process Improvements in the Health Industry: Management Strategies in Response to Healthcare Reform, Financial Times Pharmaceuticals and Healthcare Publishing, London.
26. French, W.L. and Bell, C.H. (1995), Organization Development: Behavioural Science Interventions for Organization Improvement, Prentice-Hall International, Englewood Cliffs, NJ.
27. (The) Governance Committee (1992a), Re-engineering the Hospital: Surgery - Executive Introduction to Leading Hospital Strategies, The Advisory Board Company, Washington, DC.
28. (The) Governance Committee (1992b), Implementation Portfolio for Surgery Department: Proposed Kick-off Presentation - The Competitive Advantage of an Efficient OR, The Advisory Board Company, Washington, DC.
29. (The) Governance Committee (1992c), Implementation Portfolio for Surgery Department: Proposed Surgeon Education Presentation - Re-engineering the Operating Room, The Advisory Board Company, Washington, DC.
30. Grey, C. and Mitev, N. (1995), "Re-engineering organizations: a critical appraisal", Personnel Review, Vol. 24 No. 1, pp. 6-18.
31. Grint, K. and Willcocks, L. (1995), "Business process re-engineering in theory and practice: business paradise regained?", New Technology, Work and Employment, Vol. 10 No. 2, pp. 99-109.
32. Hadley, R. and Forster, D. (1993), Doctors as Managers: Experiences in the Front-line of the NHS, Longman, Harlow.
33. Hall, G., Rosenthal, J. and Wade, J. (1993), "How to make re-engineering really work", Harvard Business Review, November-December, pp. 119-31.
34. Hammer, M. (1990), "Re-engineering work: don't automate, obliterate", Harvard Business Review, July-August, pp. 104-12.
35. Hammer, M. and Champy, J. (1993), Re-engineering the Corporation: A Manifesto for Business Revolution, Nicholas Brealey Publishing, London.
36. Hammer, M. and Stanton, S.A. (1995), The Re-engineering Revolution - A Handbook, Harper Collins, New York, NY.
37. Harper, D. (1994), "On the authority of the image: visual methods at the crossroads", in Denzin, N.K. and Lincoln, Y.S. (Eds), Handbook of Qualitative Research, Sage Publications, Thousand Oaks, CA, pp. 403-12.
38. Harvey, D. (1995a), Re-engineering: The Critical Success Factors, 2nd ed., Business Intelligence, London.
39. Harvey, D. (1995b), "The use of consultants in re-engineering projects", Management Consultancy, September, pp. 25-30.
40. Health Care Advisory Board (1992), Toward a Twenty-first Century Hospital: Redesigning Patient Care - Hospital of the Future Volume 1, The Advisory Board Company, Washington, DC.
41. James, M. (1996), "Charm school", Management Consultancy, January, pp. 24-7.
42. Kotter, J.P. (1995), "Leading change: why transformation efforts fail", Harvard Business Review, Vol. 73 No. 2, pp. 59-67.
43. Mumford, E. and Hendricks, R. (1996), "Business process re-engineering RIP", People Management, 2 May, pp. 22-7.
44. NHS Executive, 1994, The Patient's Progress: Towards a Better Service, NHS Executive Value For Money Unit, HMS, London.
45. Oblensky, N. (1994), Practical Business Re-engineering: Tools and Techniques for Achieving Effective Change, Kogan Page, London.
46. Oliver, J. (1993), "Shocking to the core", Management Today, August, pp. 18-21.
47. Oram, M. and Wellins, R.S. (1995), Re-engineering's Missing Ingredient: The Human Factor, Institute of Personnel and Development, London.
48. Peltu, M. (1996), "Death to cuts", Computing, 9 May, p. 34
49. Pettigrew, A.M. (1985), The Awakening Giant: Continuity and Change in ICI, Basil Blackwell, Oxford.
50. Pettigrew, A.M. (1987), "Context and action in the transformation of the firm", Journal of Management Studies, Vol. 24 No. 6, pp. 649-70.
51. Pettigrew, A.M., Ferlie, E. and McKee, L. (1992), Shaping Strategic Change: Making Change in Large Organizations: The Case of the National Health Service, Sage Publications, London.
52. Reeves, R.K. and Woodward, J. (1970), "The study of managerial control", in Woodward, J. (Ed.), Industrial Organization: Behaviour and Control, Oxford University Press, London pp. 37-56.
53. Schaffer, R.H. and Thomson, H.A. (1992), "Successful change programs begin with results", Harvard Business Review, January-February pp. 80-9.
54. Taylor, J.A. (1995), "Don't obliterate, informate: business process re-engineering for the information age", New Technology, Work and Employment, Vol. 10 No. 2, pp. 82-8.
55. Thomas, M. (1994), "What you need to know about: business process re-engineering", Personnel Management, January, pp. 28-31.
56. Timms, B. and Finn, R. (1996), "Banking on a wise investment in HR", People Management, Vol. 22, February, pp. 32-5.
57. Turner, K. and Slack, N. (1993), "Hillingdon Hospital", in Johnston, R., Chambers, A., Holland, B., Harrison, C. and Slack, D. (Eds), Cases in Operations Management, Pitman, London, pp. 263-77.
58. Ward, M. (1994), Why Your Corporate Culture Change Isn't Working - And What to Do about It, Gower, Aldershot.
59. Waterman, R.H. (1988), The Renewal Factor: How The Best Get and Keep the Competitive Edge, Bantam Books, New York, NY.
60. Wellins, R. and Rick, S. (1995), "Taking account of the human factor", People Management, 19 October, pp. 30-2
61. Willcocks, L. and Grint, K. (1997), "Re-inventing the organization? Towards a critique of business process re-engineering", in McLoughlin, I. and Harris, M. (Eds), Innovation, Organizational Change and Technology, International Thomson, London, pp. 87-110.
62. Willmott, H. (1994), "Business process re-engineering and human resource management", Personnel Review, Vol. 23 No. 3, pp. 34-46.
63. Willmott, H. (1995), "The odd couple?: Re-engineering business processes, managing human resources", New Technology, Work and Employment, Vol. 10 No. 2, pp. 89-98.
64. Wilson, B. (1995), "Putting theory into practice", NHS Executive VHM Update, No. 17, November, pp. 23-5. >
65. Wilson, D.C. (1992), A Strategy of Change: Concepts and Controversies in the Management of Change, Routledge, London.
66. Woodcock, M. and Francis, D. (1992), Change: A Collection of Activities and Exercises, Gower Publishing, Aldershot.