TQM and BPR: Beyond the Beyond Myth

Christian De Cock*, Ian Hipkin

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Abstrakt

It is generally assumed in the popular management literature that the TQM (total quality management) and BPR (business process re-engineering) movements are the two latest expressions of an increasing sophistication in management techniques and principles. Following this logic it only is a matter of time before they will be superseded by yet another management innovation. This paper aims to explode this 'beyond' myth by exposing the underlying logic of TQM and BPR implementation patterns in two case companies. Empirical findings will be related back to critical approaches to the study of TQM and BPR. Concrete suggestions as to how to move beyond the quick fix managerial mode will be proposed. Our approach is intended to provide a counterweight to the unreflective discourse surrounding TQM and BPR by breaking open the naturalness of this discourse. It supplies a few landmarks for managers and researchers to take a step back, hesitate, and reflect on the phenomenon of planned organizational change.
OriginalsprogEngelsk
TidsskriftJournal of Management Studies
Vol/bind34
Udgave nummer5
Sider (fra-til)659-675
ISSN0022-2380
DOI
StatusUdgivet - 1997
Udgivet eksterntJa

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