In Pursuit of the Re‐Engineering Agenda in Public Administration

The article examines the findings from longitudinal case study work conducted in the 1992‐96 period in two organizations in the United Kingdom health care and post office sectors. The study highlights the many cultural, political and technical issues that emerge in the strategy and implementation of IT‐enabled re‐engineering projects. The radical re‐engineering perspective and model for change presented by Hammer and Champy (1993) are compared...