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TQM and BPR: Beyond the Beyond Myth

Author

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  • Christian De Cock
  • Ian Hipkin

Abstract

It is generally assumed in the popular management literature that the TQM (total quality management) and BPR (business process re‐engineering) movements are the two latest expressions of an increasing sophistication in management techniques and principles. Following this logic it only is a matter of time before they will be superseded by yet another management innovation. This paper aims to explode this ‘beyond’ myth by exposing the underlying logic of TQM and BPR implementation patterns in two case companies. Empirical findings will be related back to critical approaches to the study of TQM and BPR. Concrete suggestions as to how to move beyond the quick fix managerial mode will be proposed. Our approach is intended to provide a counterweight to the unreflective discourse surrounding TQM and BPR by breaking open the naturalness of this discourse. It supplies a few landmarks for managers and researchers to take a step back, hesitate, and reflect on the phenomenon of planned organizational change.

Suggested Citation

  • Christian De Cock & Ian Hipkin, 1997. "TQM and BPR: Beyond the Beyond Myth," Journal of Management Studies, Wiley Blackwell, vol. 34(5), pages 659-675, September.
    • Handle: RePEc:bla:jomstd:v:34:y:1997:i:5:p:659-675
    DOI: 10.1111/1467-6486.00067
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    Cited by:

    1. Hipkin, I. B. & De Cock, C., 2000. "TQM and BPR: lessons for maintenance management," Omega, Elsevier, vol. 28(3), pages 277-292, June.
    2. John Storey & Alan Harrison, 1999. "Coping with World Class Manufacturing," Work, Employment & Society, British Sociological Association, vol. 13(4), pages 643-664, December.
    3. Bhatt, Ganesh D. & Stump, Rodney L., 2001. "An empirically derived model of the role of IS networks in business process improvement initiatives," Omega, Elsevier, vol. 29(1), pages 29-48, February.

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