The transfer of culturally-grounded management techniques: The case of business reengineering in Germany |
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| Institution: | 1. NARI Group Corporation/State Grid Electric Power Research Institute, 19 Chengxin Avenue, Nanjing 211106, Chnia;2. School of Electrical Engineering, Southeast University, 2 Sipailou, Nanjing 210000, China;3. China Energy Investment Corporation Limited, 22 West Binhe Rd, Beijing 100011, China;4. Shenhua Science and Technology Research Institute Co.,Ltd.,201 Shenhua S&T Innovation Base, Beijing 102211, China;5. College of Energy and Electrical Engineering, Hohai University, Focheng West Rd. 8, Nanjing 211100, China;1. Electronics and Communication Engineering, Dr. B.C. Roy Engineering College, Durgapur, India;2. Electronics and Instrumentation Engineering, Dr. B.C. Roy Engineering College, Durgapur, India;3. Electronics and Communication Engineering, National Institute of Technology, Durgapur, India |
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| Abstract: | Business process reengineering (BPR) continues to sweep across Europe with fervour. The rhetoric of radical performance improvement is too great to ignore, given the state of many European companies. In many cases the reengineering drive has been orchestrated by American companies either moving into Europe or implementing strategies dictated from their US base. Yet reengineering is essentially an American concept, packaged so as to appeal to that country's psyche. This article examines the transfer of culturally-grounded management techniques, in this case BPR, making specific reference to the German business and cultural context. |
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