| 000 -LEADER |
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| fixed length control field |
01277pab a2200181 454500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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| fixed length control field |
180718b2010 xxu||||| |||| 00| 0 eng d |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
|---|
| Personal name |
Faltholm, Ylva |
| 245 ## - TITLE STATEMENT |
|---|
| Title |
Business process re-engineering and balanced scorecard in Swedish public sector organizations: Solutions for problems or problems for solutions? |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
|---|
| Date of publication, distribution, etc. |
2010 |
| 300 ## - PHYSICAL DESCRIPTION |
|---|
| Extent |
p.302-310 |
| 362 ## - DATES OF PUBLICATION AND/OR SEQUENTIAL DESIGNATION |
|---|
| Dates of publication and/or sequential designation |
May |
| 520 ## - SUMMARY, ETC. |
|---|
| Summary, etc. |
This article analyzes and discuss 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. - Reproduced. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Public administration |
| 700 ## - ADDED ENTRY--PERSONAL NAME |
|---|
| Personal name |
Nilsson, Kent |
| 773 ## - HOST ITEM ENTRY |
|---|
| Main entry heading |
International Journal of Public Administration |
| 908 ## - PUT COMMAND PARAMETER (RLIN) |
|---|
| Put command parameter |
N |
| 909 ## - |
|---|
| -- |
90232 |
