Business Process Re‐engineering in the Public Sector: a Case Study of the Contributions Agency

There has been a growing literature which, from a social science perspective, seeks to critically assess the use of business process re-engineering (BPR) in effecting radical organisational change. Using a case study of the Contributions Agency, this article reports on the problems of using BPR in a public sector organisation, and discusses the findings in relation to the current critique of BPR.