Business process reengineering: examining some major roadblocks to increased self-control for the employee

Abstract

This paper explores the meaning of the concept of self-control in the context of Business Process Reengineering (BPR). BPR is a radical approach that breaks with many conventional ideas from applied management and organization theory. The delegation of control and decision-authority is a key concept within BPR, and reengineering advocates argue that employees should control themselves. Self-controlled employees represents a radical shift from what could be considered as 'status quo', and it will certainly be a challenge to implement this. This paper examines some major roadblocks that might reduce the likelihood for self-control to be realized in the context of BPR.