{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T18:07:14Z","timestamp":1754158034537,"version":"3.41.2"},"reference-count":22,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2001,3,1]],"date-time":"2001-03-01T00:00:00Z","timestamp":983404800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2001,3,1]]},"abstract":"<jats:p>The aim of this paper is to investigate the role of a large scale change approach, namely Reengineering, as a method of implementing change in the further education (FE) sector in Northern Ireland (NI). Case studies on 17 FE colleges in NI provided a valuable source of material on how a process\u2010based Reengineering project can be applied to an FE college. A comparative analysis of the key change issues facing FE colleges and the key elements of business process reengineering (BPR), revealed a commonality in key areas namely: customer focus \u2013 a key element of BPR and an imperative for the FE sector; an emphasis on designing and improving key business processes \u2013 a key element of BPR and a goal for FE colleges due to internal restructuring caused by incorporation; fundamental change \u2013 an essential key tenet of BPR and a key requirement in the FE sector; critical success factors \u2013 a key BPR implementation issue covering factors unique to the FE sector that must be addressed for the successful implementation of change.<\/jats:p>","DOI":"10.1108\/14637150110383944","type":"journal-article","created":{"date-parts":[[2004,9,8]],"date-time":"2004-09-08T10:52:04Z","timestamp":1094640724000},"page":"50-64","source":"Crossref","is-referenced-by-count":2,"title":["Reengineering based change in the further education sector in Northern Ireland \u2013 A qualitative study"],"prefix":"10.1108","volume":"7","author":[{"given":"Rodney","family":"McAdam","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Ian","family":"Bickerstaff","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2022012720251580200_b1","doi-asserted-by":"crossref","unstructured":"Alavi, M. and Yoo, Y. (1995), \u201cProductivity gains of BPR \u2013 achieving success where others have failed\u201d, Information Systems Management, Fall, pp. 43\u20107.","DOI":"10.1080\/07399019508963002"},{"key":"key2022012720251580200_b2","unstructured":"Coady, S., Tait, T. and Bennett, J. (1997), \u201cGive us the credit: achieving a comprehensive FE framework\u201d, Further Education Development Agency, Vol. 1 No. 20."},{"key":"key2022012720251580200_b3","doi-asserted-by":"crossref","unstructured":"Davenport, T. (1998), \u201cManaging in the new world of processes\u201d, Public Productivity and Management Review, Winter, Vol. 18 No. 2, pp. 133\u201049.","DOI":"10.2307\/3380643"},{"key":"key2022012720251580200_b4","unstructured":"Davies and Morgan (1993), Pontypridd Technical College, from Tait, T. 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