Skip to main content
Article
Business Process Reengineering (BPR) Versus Outsourcing - Critical Perspectives
ECU Publications Pre. 2011
  • Philip Dobson, Edith Cowan University
Publication Date
1-1-2003
Document Type
Journal Article
Publisher
Springer
Faculty
Business and Public Management
School
Business
RAS ID
2008
Comments

This article was originally published as: Dobson, P. J. (2003). Business process reengineering (BPR) versus outsourcing—Critical perspectives. Systemic Practice and Action Research, 16(3), 225-233. Original available here

Abstract
This article presents a case example involving the renaming of an organizational change process from BPR to outsourcing. The paper discusses the important ramifications of such a name change in that the recognition of outsourcing allowed an organizational commitment to counseling and termination advice. The paper discusses two ways of looking at the name change, one from a critical theory perspective and one from a realist perspective. It demonstrates how theory can provide useful yet markedly different interpretations of such organizational events. Critical theory operates from within what can be termed the transitive epistemological dimension, whereas critical realism tends to emphasize the importance of ontological issues. Each has important things to say about the situation and improves our understanding overall.
DOI
10.1023/A:1023863906650
Citation Information
Philip Dobson. "Business Process Reengineering (BPR) Versus Outsourcing - Critical Perspectives" (2003)
Available at: http://works.bepress.com/philip_dobson/26/