The cultural transferability of business and organizational re‐engineering: examples from South‐east Asia Available to Purchase

Re‐engineering presumes that organizational structures and processes govern behaviours in an organization; seen as, essentially, a North American approach to management. Investigates the transferability of the re‐engineering concept, as proposed by Hammer and Champy, to two companies in Thailand and Singapore. Concludes that, while BPR is difficult to introduce successfully at the best of times, it is close to impossible in a non‐Western culture in the forms suggested by its US proponents.