The positioning of BPR and TQM in long-term organisational change strategies

The paper reports some findings generated by a postal survey of Northern Ireland's top 100 companies. The aims of the survey included: gaining some insight into levels of awareness, understanding and use of business process re-engineering (BPR) in the province; examining the positioning of BPR...

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Bibliographic Details
Published in:TQM magazine 1998, Vol.10 (6), p.438-446
Main Authors: Hill, Frances M, Collins, Lee K
Format: Article
Language:English
Subjects:
Benchmarks
Business process re-engineering
Business process reengineering
Case depth
Case studies
Competition
Cost reduction
Management
Organization development
Organizational change
Polls & surveys
Quality management
Questionnaires
Radicals
Strategy
Total quality
Total quality management
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Summary:The paper reports some findings generated by a postal survey of Northern Ireland's top 100 companies. The aims of the survey included: gaining some insight into levels of awareness, understanding and use of business process re-engineering (BPR) in the province; examining the positioning of BPR in long-term organisational change strategies; and exploring the relationship between incremental improvement and radical innovation as approaches to change management. The findings include: more widespread reported use and understanding of BPR than anticipated; some evidence of integrated use of BPR and total quality management; and that both are quite widely perceived as being significant elements of organisational change strategies for the foreseeable future. Follow-up case studies have been undertaken to explore relevant issues in greater depth.
ISSN:0954-478X
1754-2731
1758-6887
1754-274X
DOI:10.1108/09544789810239182