Transformational change and business process reengineering
Government Information Quarterly 28 (2011) 320–328
Contents lists available at ScienceDirect
Government Information Quarterly j o u r n a l h o m e p a g e : w w w. e l s e v i e r. c o m / l o c a t e / g o v i n f
Transformational change and business process reengineering (BPR): Lessons from the British and Dutch public sector
Vishanth Weerakkody a, Marijn Janssen b,⁎, Yogesh K. Dwivedi c a b c Business School, Brunel University, Uxbridge, Middlesex, UK
Delft University of Technology, Faculty of Technology, Policy and Management, The Netherlands
School of Business and Economics, Swansea University, Wales, UK
a r t i c l e
i n f o
Available online 18 May 2011
Keywords:
e-Government
Transformation
Change
Change management
Business process re-engineering
BPR
TQM
a b s t r a c t
Facilitated by electronic government, public agencies are looking for transformational change by making a radical improvement. At first glance, this development is similar to the business process re-engineering (BPR) movement in the private sector. While policy makers and practitioners in the public sector have branded their recent improvements as BPR, the academic and research community have thus far eluded from making any comparisons. This has left a vacuum in terms of understanding the complexity of the challenges facing e-Government re-engineering and resultant change in public agencies. The aim of this paper is to translate the
BPR movement findings to the field of e-Government induced change in the public sector. BPR characteristics and challenges are derived using normative literature and compared with two cases of public sector transformation in the UK and Netherlands. The results of these cases show that e-Government-induced change requires a plan for a radical improvement which, in contrast to BPR, is obtained by incremental steps and has a high level of participation. The findings offer policy makers valuable insights into the
Contents lists available at ScienceDirect
Government Information Quarterly j o u r n a l h o m e p a g e : w w w. e l s e v i e r. c o m / l o c a t e / g o v i n f
Transformational change and business process reengineering (BPR): Lessons from the British and Dutch public sector
Vishanth Weerakkody a, Marijn Janssen b,⁎, Yogesh K. Dwivedi c a b c Business School, Brunel University, Uxbridge, Middlesex, UK
Delft University of Technology, Faculty of Technology, Policy and Management, The Netherlands
School of Business and Economics, Swansea University, Wales, UK
a r t i c l e
i n f o
Available online 18 May 2011
Keywords:
e-Government
Transformation
Change
Change management
Business process re-engineering
BPR
TQM
a b s t r a c t
Facilitated by electronic government, public agencies are looking for transformational change by making a radical improvement. At first glance, this development is similar to the business process re-engineering (BPR) movement in the private sector. While policy makers and practitioners in the public sector have branded their recent improvements as BPR, the academic and research community have thus far eluded from making any comparisons. This has left a vacuum in terms of understanding the complexity of the challenges facing e-Government re-engineering and resultant change in public agencies. The aim of this paper is to translate the
BPR movement findings to the field of e-Government induced change in the public sector. BPR characteristics and challenges are derived using normative literature and compared with two cases of public sector transformation in the UK and Netherlands. The results of these cases show that e-Government-induced change requires a plan for a radical improvement which, in contrast to BPR, is obtained by incremental steps and has a high level of participation. The findings offer policy makers valuable insights into the