Business Process Reengineering in the Public Sector: The Case of the Housing Development Board in Singapore

Thong, James Y.L.; Yap, Chun Wei; Seah, Kin-Lee

doi:10.1080/07421222.2000.11045634

Cited by 98 publications

(80 citation statements)

References 59 publications

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“…The outcomes of public sector reforms in fact have an impact on social and political dimensions, which are not accounted for in private sector frameworks (Aberbach & Christensen, 2005;Bozeman & Bretschneider, 1986;Cordella, 2007;Frederickson, 2000;Moore, 1995). Yet, private sector ICT experiences have often been the models followed to reorganize the public sector along the basic principles of efficiency that govern the private sector (Andersen, 1999;Chadwick & May, 2003;Thong, Yap, & Seah, 2000).…”

Section: Policy Outcomes Of Ict-enabled Reforms: a Public Value Perspmentioning

confidence: 99%

A public value perspective for ICT enabled public sector reforms: A theoretical reflection

Cordella

Bonina

2012

Government Information Quarterly

364

243

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The purpose of this paper is to offer a critical discussion of information system adoption in the public sector (often referred to as e-government) and to contribute to the debate by offering a public value perspective. The paper points to the public value paradigm as an alternative approach to studying ICT-enabled public sector reforms. This paradigm, we argue, proposes an alternative way of framing the nature of the problems faced when ICT enabled public sector reforms are initiated and studied. The public value perspective proposes a new and richer context in which to study and research these phenomena. It also calls for the redefinition of the ways we assess e-government in the context of public sector reforms. It is therefore seen as vital to evaluate the socio-political impact of ICT adoption in the public sector.

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Section: Policy Outcomes Of Ict-enabled Reforms: a Public Value Perspmentioning

confidence: 99%

A public value perspective for ICT enabled public sector reforms: A theoretical reflection

Cordella

Bonina

2012

Government Information Quarterly

364

243

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“…Twelve factors based on 83 items were identified as major performance improvement factors in PSUs in Kerala. The factors identified and the expected per cent of possible performance improvement as per the opinion of the executives PSUs are: Thong, Yap and Seah (2000). The average performances in those studies were 63% and 62.4 % respectively.…”

Section: Discussionmentioning

confidence: 99%

“…Bell Atlantic Telephone was able to cut cycle time from 15 to 3 days, labour cost from eighty eight millions to six millions (Ranganathan & Dhaliwal, 2001 (Thong, Yap, & Seah, 2000). Altinkemer, Ozcelik, & Ozdemir (2011) reported that there are performance improvements in manufacturing and operations, accounting and finance, labor productivity, inventory turnover and IT by the implementation of BPR even though there is a slight reduction during the initial www.ccsenet.org/ass Asian Social Science Vol.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Rahimi (1996) argues that it is high time that PSUs in India go for BPR as more than 70 per cent of large corporations, world over, have indulged in BPR, by 1996. Thong et al (2000), Macintosh (2003), Rinaldi, Montanari and Bottani (2015) bring to light the similarities and differences in implementing BPR in Private sector and public sector. PSUs are marked with restrictions in providing resources of BPR, greater levels of consultations and consensus among employees.…”

Section: Literature Reviewmentioning

confidence: 99%

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Scope of Business Process Reengineering in Public Sector Undertakings

Mathew¹,

Sulphey²,

Rajasekar³

2015

ASS

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Business Process Reengineering (BPR) is a managerial tool used for bringing in drastic performance improvements in organizations. Towards this advanced techniques like Business Process Management (BPM) and Knowledge Management are employed the world over. In India, many Public Sector Undertakings (PSUs) were recently closed down and still more are on the verge of closure due to various reasons. Despite the utility of BPR in improving performance, Indian PSUs are yet to effectively use this tool. Data pertaining to 41 State PSUs (SPSUs) and two Central PSUs (CPSUs) in the State of Kerala were considered for the present study. The performance for the last 12 years and the factors responsible for poor performance were analyzed. The performance of most of the PSUs analyzed was found to be below satisfactory levels. This suggests the need for employing scientific tools like BPR to bring in drastic performance improvement. The study identified 12 factors that could contribute towards drastic performance improvement. An average improvement of 57.5 per cent was found to be possible in each of the 12 factors identified. The findings of the study have significant bearing on poorly performing PSUs in a developing country like India. The study also contributes substantially towards theory building, since it has identified certain additional factors of performance improvement.

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“…These include complementing the BPR outcome using continuous improvement mechanisms; changing the organisation structure and enabling IT with sufficient depth (Janssen and Dwivedi 2011), involving lower-level employees and all stakeholders in the BPR implementation, synchronising the process-based implementation that BPR requires with the demands of the functionally based organisational structure (McNulty and Ferlie 2004); allocating sufficient resources to the BPR (Thong, Yap and Seah 2000); selecting a reengineering that has the requisite knowledge and skill on change management, and securing top management support and commitment (McNulty and Ferlie 2004); and empowering front-line employees. The review also reveals that radical BPR implementations are restricted in the public sector due to management's reluctance to cede their power through empowering lower-level employees and professionals' tendency to want to preserve the status quo.…”

Section: Bpr Implementation Problemsmentioning

confidence: 99%

Applying Business Process Re-Engi-neering to Public Sector as A New Public Management Strategy: Understanding the Contra Views and Limits

Oberoi

2013

JGP

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of organisations in the developing economy. The essential questions addressed in this paper are: What are the scenario and impending problems of reengineering applications in the public sector? Can it be functional for the public sector in attending to frequent problems blockading bureaucracies of developed and developing countries uniformly? What are the implementational vulnerabilities faced by public sector while deploying BPR.

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Business Process Reengineering in the Public Sector: The Case of the Housing Development Board in Singapore

Cited by 98 publications

References 59 publications

A public value perspective for ICT enabled public sector reforms: A theoretical reflection

A public value perspective for ICT enabled public sector reforms: A theoretical reflection

Scope of Business Process Reengineering in Public Sector Undertakings

Applying Business Process Re-Engi-neering to Public Sector as A New Public Management Strategy: Understanding the Contra Views and Limits

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