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Contrasting approaches to preparedness: a reflection on two case studies

By Lorraine Warren and Ted Fuller

Abstract

This chapter reflects on ongoing research in SMEs in the manufacturing and service sectors. It contrasts different approaches to the issue of preparedness from an organisational and social perspective, in two cases where new enterprise-wide business processes were implemented and integrated in different settings. In both cases, the emergence of new systems presented a huge challenge to companies hard-pressed to marshal the resources to mount effective change and implementation projects on this scale. The cases presented enable a comparison of different strategies used, one firm responding to organic growth, and the other to rapid industry-driven change. The chapter focuses not on the implementations per se, but instead on the issue of preparedness for change. The chapter concludes by drawing out general lessons concerning how to support and maintain organisational preparedness for enterprise wide change in different industry setting

Topics: G500 Information Systems, N100 Business studies
Publisher: IGI Global
Year: 2009
DOI identifier: 10.4018/jeis.2009070105
OAI identifier: oai:eprints.lincoln.ac.uk:4442

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