A critical examination of the Business Process Reengineering phenomenon

This chapter seeks to understand whether BPR really does represent an innovative approach to organizational design and change. Given that, in the case of TQM, it proved necessary to go back to the work of the founders of the movement, it would seem advisable to start our investigation too, by examining the roots and origins of the BPR phenomenon and of the concepts that emerge from the key works of Hammer and Champy (Hammer, 1990; Hammer and Champy, 1993), both of whom played a key role in defining and spreading the principles of the \u201chot new managing tool\u201d of the 1990s