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In this work the editors take a wider look at BPR, going beyond an information systems perspective to take into account strategic management, operations management, human resources and accounting, believing that BPR is defined as much by its context or firms in the last decade of the 20th Century as by an arguments over its antecedents. They investigate the idea that BPR challenges the functional view of the firm, cutting across traditional structures to lead to radical improvements in performance. The contributors to the book give a cross-disciplinary view of BPR.