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Transformational change and business process reengineering (BPR): Lessons from the British and Dutch public sector

机译：转型变革和业务流程再造（BPR）：来自英国和荷兰公共部门的经验教训

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摘要

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 complexities and possible strategies that may need to be followed in order to succeed in e-Government implementation.
机译：在电子政府的推动下，公共机构正在通过进行根本性的改进来寻求变革。乍一看，这种发展类似于私营部门的业务流程再造（BPR）运动。尽管公共部门的政策制定者和从业人员将其最近的改进称为BPR，但到目前为止，学术界和研究界都没有进行任何比较。在理解电子政务重组面临的挑战的复杂性以及公共机构随之发生的变化方面，这留下了真空。本文的目的是将BPR运动的发现转化为电子政务引发的公共部门变革。业务流程再造的特点和挑战来自规范文献，并与英国和荷兰的两个公共部门转型案例进行了比较。这些案例的结果表明，电子政务引发的变革需要一项根本改进计划，与BPR相比，它是通过增量步骤获得的，并且具有很高的参与度。调查结果为决策者提供了宝贵的见解，以使成功实施电子政务可能需要遵循的复杂性和可能的​​策略。

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