Abstract
Business process reengineering (BPR) is widely applied. However, its high failure rates give much cause for concern and call for more research, thus future BPR programmes might be implemented more successfully. Reports on one such research programme. Based on a holistic perspective, it critiques BPR as an approach to change management, in which four types of organisational change are classified: change in process, structure, culture, or power distribution. They are often seen to be interrelated, thus the management of the interaction is central. BPR, it is argued, is powerful in addressing process change, but incapable of dealing with other types of organisational change. Suggests that if BPR is to be applied successfully, either its usage needs to be restricted to change situations where process dominates, or a holistic approach is needed to help address adequately change situations where different types of organisational change are surfaced.
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