01393pab a2200193 454500008004000000100001900040245014900059260000900208300001400217362000800231520072800239650002600967700001800993773005101011908000601062909001001068999001701078952010401095180718b2010   xxu||||| |||| 00| 0 eng d  aFaltholm, Ylva  aBusiness process re-engineering and balanced scorecard in Swedish public sector organizations: Solutions for problems or problems for solutions?  c2010  ap.302-310  aMay  aThis 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.  aPublic administration  aNilsson, Kent  aInternational Journal of Public Administration  aN  a90232  c90232d90232  00104070aIIPAbIIPAd2018-07-19hVolume no: 33, Issue no: 6pAR90692r2018-07-19w2018-07-19yAR