THE ECONOMIC BENEFITS OF KNOWLEDGE VALIDATION OF ERP TO LOW TECH SMES

Abstract: Knowledge Validation is a challenge in Small to Medium Sized Enterprises (SMEs), as most of the available information is held in people's minds as tacit knowledge, or saved on each employees PC without sharing or common validation. This case study is based on a company in Leicester who installed an enterprise resource planning (ERP) system after two previous failed trials with different type of software. The underlying reasons for the problems were due to the distributed and tacitly held knowledge where the assumptions in one part of the company were inconsistent with other parts. The research goes through three years of ERP implementation and analyses the main problem of validating knowledge in more detail and identifies the consequences of failing to do this. It also describes the potential economic benefits for installing enterprise resource planning system in SMEs and investigates the claim of ERP vendors that their ERP solutions increase the performance of their customers, increase profitability and efficiency of work processes. It discusses the effects of ER

Impact factors for business system success

In most organizations, knowledge sharing is often lacking when it comes to business systems success. This paper investigates factors affecting business systems success in Saudi organisations. Data were collected from private organisations in Saudi Arabia and Partial Least Square approach has been applied to analyse the data. The results show that organisational culture influence knowledge sharing towards business systems success. In addition, both intrinsic motivation and perceived usefulness has positive influence on business system success. This indicates that business system success is built upon the concept of knowledge sharing and user motivation

Small- and medium-sized enterprises’ knowledge management systems as edifiers of new value innovations

Abstract: Background: New value innovations are organically ingrained and complementary to the process of knowledge management. However, epistemological trends highlight only limited studies to have explored how the effectiveness of knowledge management leverages new value innovations. Objectives: This research evaluates how the effectiveness of the small- and medium-sized enterprises’ (SMEs) knowledge management systems enhance new value innovations so as to identify the major paradoxes and a business model that coherently integrates knowledge management with new value innovations. Method: Using a qualitative research method, semi-structured interviews were used to explore the opinions of 20 purposively sampled managers from 20 SMEs on how knowledge management edifies new value innovations. Results: A strong culture of information utilisation was found to enhance relevant analysis and identification of new gaps in the markets that must be filled through new value innovations or modifications of the existing products. However, poor culture of knowledge utilisation, cost of knowledge management and the often poorly functional business information systems were still reiterated as major paradoxes hampering effective knowledge management as one of the determinants of new value innovations. Conclusion: The study concluded with a model highlighting a continuum of knowledge management–new value innovation pillars like a strong culture of information utilisation, and encouragement of creativity that the executives must consider to create an effective knowledge management foundation that subsequently leverages the overall effectiveness of new value innovations

Innovation performance and competitive strategies in the Turkish manufacturing industry

In this paper, we report on empirical investigation within the context of the Innovations in Manufacturing Industries in Turkey Study 2004/2005. The data was gathered in nine different cities in Turkey during the period August 2004 – January 2005. The survey was conducted through face-to-face interviews due to the complex nature of the survey and was implemented in 135 manufacturing firms operating in four sectors: Textiles, chemicals, food, and metal. The study has been an extension of the European Manufacturing Survey 2004 (EMS 2004) coordinated by the Fraunhofer Institute for Systems and Innovation Research and covering nine countries: Germany, Turkey, Austria, Switzerland, France, Slovenia, Croatia, Italy, and United Kingdom. An extended version of the questionnaire form used in EMS 2004 has been employed. Some of the basic results concerning competitive priorities, new product development, and operations management are presented

TEN STEPS TO INCREASE THE KNOWLEDGE FOR AN EFFICIENT MANAGEMENT OF THE INTELLECTUAL CAPITAL IN THE ENTERPRISE BUSINESS INTELLIGENCE

In order to develop intelligent business for become competitive, the enterprises must increase the quality and technologic level of products and services conform with applicable codes and standards, to have permanent new products or to make old products bettering, to respect the market rules, the applicable laws and to have a good price politic. These activities request a large amount of date, information and knowledge collecting from all sources and then transferring at each enterprise level. This work analyses the state of the art of the knowledge management and it propose a methodological model, based on the occurrence of conversion types of the knowledge to be used during the product development process.Business intelligence, knowledge transfer, knowledge applications, knowledge capitalization, knowledge management

ERP system implementation in UK Joinery SMEs

The capabilities of an Enterprise Resource Planning (ERP) system to integrate all necessary business functions into a single system with a shared database efficiently and effectively has persuaded organisations to adopt them. Research shows that ERP implementation in both large and small to medium enterprises has been a difficult challenge for organisations throughout the years. Despite the many advantages of ERP systems, there isn t a clear and easy way of implementing them in Small to Medium Enterprises (SMEs). The motivation for the research is to investigate the barriers to ERP software system implementation in an SME using a case study approach, and to identify the steps to overcome these barriers and investigate the claim of ERP vendors that their ERP solutions improve the performance of their customers, the profitability and efficiency of work processes. This research identifies the barriers to ERP implementation in an SME, provides an overview of the traditional and current approaches of ERP implementation and discusses the effects of adopting an ERP system on the company s overall performance. The research uses a mix of methods including case study research and action research. Un-structured interviews and semi structured interviews approaches with negotiation and change management techniques were also used in order to generate knowledge concerning the problems at the case study. The case study has determined reasons for failed implementations, unlike previous research which suggests education level impact upon the implementation of the ERP system, the study demonstrates that an insufficient education level is not a necessary condition for resistance to change. It has also been shown in this research that high level management can have a direct influence on the ERP implementation in SMEs. This research suggests that SMEs need to standardize processes into business routines which will influence the introduction of a different knowledge store that helps the development of the new system; however employee s resistance to change, lack of trust of the new system and lack of knowledge has limited the implementation process by increasing mistakes and duplication of data. The ERP system has been evaluated by the end users at the case study organisation, and the results suggests that the implementation of an ERP system has improved the overall business and has increased the performance, the profitability and the efficiency of work processes. This research adds to the overall knowledge of ERP implementation in SMEs by deriving a better understanding of the problem in the body of knowledge and identifying the barriers to ERP implementation in SMEs. It provides recommendations that have been tested in the case study organisation for overcoming ERP implementation barriers in SMEs, and a financial model of the implementation costs and benefits. Finally, the recommendations presented in this thesis and suggested areas for further research set out the potential way forward to advance knowledge in this area

TEN STEPS TO INCREASE THE KNOWLEDGE FOR AN EFFICIENT MANAGEMENT OF THE INTELLECTUAL CAPITAL IN THE ENTERPRISE BUSINESS INTELLIGENCE

In order to develop intelligent business for become competitive, the enterprises must increase the quality and technologic level of products and services conform with applicable codes and standards, to have permanent new products or to make old products bettering, to respect the market rules, the applicable laws and to have a good price politic. These activities request a large amount of date, information and knowledge collecting from all sources and then transferring at each enterprise level. This work analyses the state of the art of the knowledge management and it propose a methodological model, based on the occurrence of conversion types of the knowledge to be used during the product development process.Business intelligence, knowledge transfer, knowledge applications, knowledge capitalization, knowledge management

TEN STEPS TO INCREASE THE KNOWLEDGE FOR AN EFFICIENT MANAGEMENT OF THE INTELLECTUAL CAPITAL IN THE ENTERPRISE BUSINESS INTELLIGENCE

In order to develop intelligent business for become competitive, the enterprises must increase the quality and technologic level of products and services conform with applicable codes and standards, to have permanent new products or to make old products bettering, to respect the market rules, the applicable laws and to have a good price politic. These activities request a large amount of date, information and knowledge collecting from all sources and then transferring at each enterprise level. This work analyses the state of the art of the knowledge management and it propose a methodological model, based on the occurrence of conversion types of the knowledge to be used during the product development process.Business intelligence, knowledge transfer, knowledge applications, knowledge capitalization, knowledge management