TQM and BPR: Beyond the Beyond Myth

Christian De Cock*, Ian Hipkin

*Corresponding author for this work

Research output: Contribution to journalReviewResearchpeer-review

Abstract

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 Following this logic it only is a matter of time before they will be superseded by yet another management innovation.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.

Original languageEnglish
JournalJournal of Management Studies
Volume34
Issue number5
Pages (from-to)659-675
ISSN0022-2380
DOIs
Publication statusPublished - 1997
Externally publishedYes

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