Usability of CRM Systems as Collaboration Infrastructures in Business Networks

Collaboration among companies is a major development in business and electronic business concepts. While groupware, teleconferencing or e-mail-systems are widespread and crossfunctional in nature, support for collaboration in business processes has mainly been studied in the engineering and supply chain area. Virtual organizations and networked business also require collaboration in customer-oriented processes such as the management of offer generation, campaigns, customer data or complaints. While the concept of collaborative customer relationship management (CRM) has been discussed by several authors already, the technological scenarios available to implement these processes are still open for research. This paper investigates the role of CRM systems as application architectures for collaborative CRM. The findings show that CRM systems provide only basic functionalities for inter-organizational collaboration and seem currently not able to support collaborative CRM without help of additional supporting tools or extensive customizing of system functionalities

The Indianapolis Motor Speedway

This case study is intended to illustrate the issues surrounding planning and implementation of an enterprise system in a large organization with disparate business functions, with particular emphasis on application implementation, best practices, and IT investment decisions. It is recommended for either undergraduate- or graduate-level course work

Organizational Learning and Absorptive Capacity in Managing ERP Implementation Projects

In this paper we focus on large-scale IS implementation using the lens of absorptive capacity. Our case study concentrates on the double loop learning process that occurs over the implementation phase of ERP which we depict as a series of learning cycles. From this perspective, ERP implementation is best viewed not as a one-time process but rather as a series of implementation and practical use cycles. Our results highlight that the learning process requires the accumulation of knowledge, a long-term perspective, and phases of explorative and exploitative learning that overlap. This learning process requires a) the development of specific organizational capabilities which allow organizational actors to “accept” and assimilate external knowledge, b) the understanding that such capabilities should be developed over time, and c) the capacity to explore and exploit knowledge simultaneously. Suggestions are provided for future field research on absorptive capacity in the realm of the qualitative research

Project Proof: Internet Enabled Process Reengineering at J.D. Edwards & Company

J.D. Edwards is a provider of the new generation of ERP and collaborative commerce solutions. This case study describes the challenges faced internally by the company to upgrade to the latest enterprise software it would sell to the world. Dubbed Project PROOF, the project started in June 2001 and was completed in November 2002. The perspectives of the CIO, the program manager, and other key personnel are presented. The case study highlights the issues that arise in an enterprise software implementation project. In addition, the case touches upon issues of project management, process redesign, and marketing. The case study uses a multimedia format to add richness and detail. Although J.D. Edwards was acquired in 2003, the issues discussed are relevant to current business practices

ERP AND E-BUSINESS

The Internet has revolutionized twenty-first century business. Organizations today can communicate with customers, suppliers, and sellers at e-speed with the click of a mouse. Yet, with all of the excitement about the external possibilities of the Internet, companies still need efficient internal processes to make and move products, manage finances, recruit and motivate employees, and excel. The companies best positioned to succeed in the near future are those that can balance existing enterprise resource planning (ERP)-based infrastructures and capabilities with exciting new e-business innovations. This paper elaborates the issues of ERP and e-business.ERP, E-Business, network, enterprise, management.

Project Proof: Internet Enabled Process Reengineering at J.D. Edwards & Company

J.D. Edwards is a provider of the new generation of ERP and collaborative commerce solutions. This case study describes the challenges faced internally by the company to upgrade to the latest enterprise software it would sell to the world. Dubbed Project PROOF, the project started in June 2001 and was completed in November 2002. The perspectives of the CIO, the program manager, and other key personnel are presented. The case study highlights the issues that arise in an enterprise software implementation project. In addition, the case touches upon issues of project management, process redesign, and marketing. The case study uses a multimedia format to add richness and detail. Although J.D. Edwards was acquired in 2003, the issues discussed are relevant to current business practices

Welcome to the Communications of the Association for Information Systems

Editoria

Prioritization and Assessment of the Relationship of Factors Affecting Customer Relationship Management in the Banking Sector of Iran (A Study with DEMATEL Approach)

Customer Relationship Management (CRM) is key strategic tool for all organizations, especially for banks, thereby deep understanding of critical success factors of CRM can be so useful for banks. In this study we prioritized and assessed the relationship of factors affecting customer relationship management in the Banking Sector of IRAN. Our method in this research is descriptive-survey. In this way, after the library study, based on Delphi method 13 factors have been chosen. Then, by helping DEMATEL approach we prioritize and assessed the relationship between the factors. Result showed that project management of CRM and IT are the most affecting factors and Effective leadership and Top management commitment and support are the most affected factors

ERP inside Large Organizations

Many large companies in Romania are still functioning without an ERP system. Instead they are using traditional application systems built around the strong boundaries of specific functions: finance, selling, HR, production. An ERP will offer lots of advantages among which the integration of functionalities and support for top management decisions. Although the total cost of ownership is not small and there are some risks when implementing an ERP inside large and very large organizations, having such a system is mandatory. Choosing the right product and vendor and using a correct risk management strategy, will ensure a successful implementation.Enterprise Functions, ERP Functionalities, Process Lines and Solutions, Cost Implementation, Total Cost of Ownership, Risk Management, Active Global Support, ERP Advantages, Success Factors, Return of Investment