000			01277pab a2200181 454500
008			180718b2010 xxu||||| |||| 00| 0 eng d
100			_aFaltholm, Ylva
245			_aBusiness process re-engineering and balanced scorecard in Swedish public sector organizations: Solutions for problems or problems for solutions?
260			_c2010
300			_ap.302-310
362			_aMay
520			_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.
650			_aPublic administration
700			_aNilsson, Kent
773			_aInternational Journal of Public Administration
908			_aN
909			_a90232
999			_c90232 _d90232