Good Medicine? A case study of business process re-engineering in a hospital

Bibliographic Data

ID6327583
AuthorsTim Packwood (Senior Lecturer in Public and Social Administration, Department of Government, Brunel University, UK), Christopher Pollitt (Professor of Government and Director, Centre for the Evaluation of Public Policy and Practice, Brunel University, UK), Simon Robert (0000-0002-8937-9154), Simon Roberts (0000-0002-6964-2103, Research Fellow, Centre for the Evaluation of Public Policy and Practice, Brunel University, UK)
Year1998
Volume26
Issue4
Pages401-415
Publication date1998-10-01
Open AccessNo
TypeARTICLE
VenuePolicy & Politics (JOURNAL)
Journal identifiersISSN: 0305-5736 • E-ISSN: 1470-8442
PublisherBristol University Press (PUBLISHER • GB)
DOI10.1332/030557398782106970
OpenAlexW2046904060
LanguageEN
Citations received7

English Business pocess re-engineering (BPR) is one of the latest approaches to improving organisational performance. It evolved in the US private sector, and has been introduced to Britain and the British public sector, offering radical improvement from radical redesign. This article considers the nature of BPR (and there is more than one variety) and the suitability of its application to the public sector in general and to hospitals in particular. The authors then evaluate the experience and impact of BPR in a London hospital trust. The article concludes by highlighting factors that help to explain the particular example of BPR and draws out some implications for its wider use in the public sector

Business · Business process · Business process reengineering · Economics · Management · Operations management · Political science · Private sector · Process (computing · Public sector · Variety (cybernetics · Work in process · Business Process Modeling and Analysis · Computer Science · Engineering · Law · Marketing

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