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Business process re-engineering and balanced scorecard in Swedish public sector organizations: solutions for problems or problems for solutions?
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.ORCID iD: 0000-0002-6330-2992
2010 (English)In: International Journal of Public Administration, ISSN 0190-0692, E-ISSN 1532-4265, Vol. 33, no 6, p. 302-310Article in journal (Refereed) Published
Abstract [en]

This article analyzes and discusses the adoption and implementation of Business Process Re-Engineering (BPR) at a hospital and Balanced Scorecard (BSC) at a local government. At the hospital, BPR was adopted as a solution to problems, but became de-coupled from operations, and later used for legitimacy reasons. At the local government, without having identified clear problems, BSC was adopted as an attractive solution but became coupled, rather than de-coupled, to operations. Our study shows that de-coupling does not follow the path proposed by neo-institutional theory, and that legitimacy from popular management concepts can be obtained both by coupling and by de-coupling the concepts from operations

Place, publisher, year, edition, pages
2010. Vol. 33, no 6, p. 302-310
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Industrial Work Environment
Identifiers
URN: urn:nbn:se:ltu:diva-3824DOI: 10.1080/01900690903500814Scopus ID: 2-s2.0-77952084999Local ID: 1ab93000-6a56-11df-ab16-000ea68e967bOAI: oai:DiVA.org:ltu-3824DiVA, id: diva2:976686
Note
Validerad; 2010; 20100528 (andbra)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved

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Fältholm, YlvaNilsson, Kent

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  • apa
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  • de-DE
  • en-GB
  • en-US
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  • nn-NB
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  • Other locale
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Output format
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  • asciidoc
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