000			01456naa a2200193uu 4500
001			0121714041137
003			OSt
005			20190211174308.0
008			101217s2010 xx ||||gr |0|| 0 eng d
100	1		_aFALTHOLM, Ylva _943519
245	1	0	_aBusiness process re-engineering and balanced scorecard in swedish public sector organizations : _bsolutions for problems or problems for solutions?
260			_aPhiladelphia : _bRoutledge, _cMay 2010
520	3		_aThis article analyzes and discusses the adoption and implementation of Business Process Re-Engineering (BPR) at a hospital and Balanced Scorecard (BSC) at a local government. At the hospital, BPR was adopted as a solution to problems, but became de-coupled from operations, and later used for legitimacy reasons. At the local government, without having identified clear problems, BSC was adopted as an attractive solution but became coupled, rather than de-coupled, to operations. Our study shows that de-coupling does not follow the path proposed by neo-institutional theory, and that legitimacy from popular management concepts can be obtained both by coupling and by de-coupling the concepts from operations
700	1		_aNILSSON, Kent _943520
773	0	8	_tInternational Journal of Public Administration - IJPA _g33, 6, p. 302-310 _dPhiladelphia : Routledge, May 2010 _xISSN 01900692 _w
942			_cS
998			_a20101217 _b1404^b _cDaiane
998			_a20110119 _b1213^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c37853 _d37853
041			_aeng