ERP GLOBAL TEMPLATE AND ORGANIZATIONAL INFORMAL STRUCTURES A PRACTICE-BASED STUDY

Based on an interpretive case study and Activity Theory as a theoretical framework, this contribution shows how local users of an enterprise resource planning system in a Chinese joint-venture of a French multinational corporation have developed an informal organizational structure which eventually led to workaround work practices. The development and quest for alternative practices was justified as indispensable and appropriate to respond to local needs. In that perspective, the formal structure was not sufficient to cover the problems met at the Chinese subsidiary. Our research tackles an original aspect of post ERP implementation since it suggests that informal work practices might eventually lead to the adoption of global IS

System implementation: managing project and post project stage - case study in an Indonesian company

The research reported in this paper aims to get a better\ud understanding of how the implementation process of\ud enterprise systems (ES) can be managed, by studying the\ud process from an organisational perspective. A review of\ud the literature on previous research in ES implementation\ud has been carried out and the state of the art of ES\ud implementation research is defined. Using several body of\ud literature, an organisational view on ES implementation is\ud described, explaining that ES implementation involves\ud challenges from triple domain, namely technological\ud challenge, business process related challenge, and\ud organisational challenge. Based on the defined state of the\ud art and the organisational view on ES implementation\ud developed in this research, a research framework is\ud presented, addressing the project as well as the postproject\ud stage, and a number of essential issues within the\ud stages. System alignment, knowledge acquisition, change\ud mobilisation are the essntial issues to be studied in the\ud project stage while institutionalisation effort and\ud continuous improvement facilitation are to be studied in\ud the post-project stage. Case studies in Indonesian\ud companies are used to explain the framework

Accounting decoupled : A case study of accounting regime change in a Malaysian company

Peer reviewedPreprin

The Organisational Impact of Implementing Integrated IS in HE institutions: a case study from a UK University

This paper explores the implementation process of integrated Information Systems (IS) in Higher Education (HE) institutions. This is achieved through the analysis of a HE institution’s strategy during the implementation process of the integrated IS and the impact that the new system had on the working practices of the HE institution. Through the use of interviews, the research indicates that there has been a growth of alternative power bases within the university, new roles and responsibilities for administrative staff and a different working environment for academics

An investigation into enterprise structure and ERP implementations:a contribution to praxis

This professional doctoral research reports on the relationship between Enterprise Systems, specifically Enterprise Resource Planning Systems, and enterprise structures. It offers insights and guidance to practitioners on factors for consideration in the implementation of ERP systems in organisations operating in modern enterprise structures. It reports on reflective ethnographic action research conducted in a number of companies from a diverse range of industries covering supply chains for both goods and services. The primary contribution is in highlighting areas in which clients, practitioners and ERP software vendors can bring a greater awareness of internet era enterprise structures and business requirements into the ERP arena. The concepts and insights have been explored in a focus group setting, comprised of practitioners from the enterprise systems implementation and consulting fraternity and revealed limitations and constraints in the implementation of enterprise systems. However, it also showed that current systems do not have the full capabilities required to support, in use, modern era enterprise structures, as required by practitioners and decision makers

Voith’s transition from product provider to solution supplier

Voith GmbH is a mechanical engineering company that created a new division called Digital Solutions in 2016. This division was created in order to lead the charge of the Industry 4.0 trends, as well as to adopt various automation products and services formerly handled by the three other Voith divisions: Voith Paper, Voith Hydro, and Voith Turbo. The emergence of this new division created a disruption within the organizational structure, which then lead to poor internal communication. Digital Solutions requires clear communication channels across all the divisions in order to be effective

Understanding the Emergent Structure of Competency Centers in Post-implementation Enterprise Systems

Part 3: Structures and NetworksInternational audiencePrior research provides conflicting insights about the link between investment in enterprise systems and firm value and in the ES governance mechanisms. The literature generally suggests that management should cultivate its technical and organizational expertise to derive value from currently deployed Enterprise Systems (ES) [8]. In the realm of practice, ERP vendors and configuration/integration partners strongly recommend the creation of an organizational structure to govern the ERP implementation and post-implementation process to improve project success and extract greater value from the ES investment. The ES literature, while unclear on the formation, and functioning of ES governance units, suggests the need for formal and fixed governance structures. This research utilizes Deleuze’s assemblage theory and emergence theory to explain the genesis and evolution of the governing ‘structure’ known as the Competency Center (CC). Our results illustrate the business needs driving the structuring processes behind the CC, are also those that lead to unintended and destabilizing outcomes. Whether the CC ‘assemblage’ survives to provide value depends on how the emergent issues are handled and how the assemblages are “positioned”. This research suggests effective ES governance is not derived from a prescribed step-wise process yielding formal structures, but rather form an organic process of assemblage

Multinational business optimization: a systems approach

Abstract: Current developments in technology together with the global village concept have contributed to large international corporates becoming a reality. Growth and centralization, results in the agglomeration of cultures, geographical locations, business units and specialized divisions into a “perceived” single unit. Total business optimization requires the enablement of all business process from the smallest operational unit to corporate, from inbound, in process to outbound functions inclusive of total business management. On a global optimization view the two dimensions of delivery include “shop floor to top floor” and “global, end to end” perspectives. The current operations of individual production units, independent of global subsidiaries are a distinct challenge as independent operations divert the potential of global assets/ supply optimisation. Crucially is the fact that research, technology development, asset optimisations, planning, corporate (strategy, investment planning, and finance), supply chain and other function of large multinationals are usually centralised. These central functions operate independently with crucial dependencies on operational, site to global, information. The current practice of manual/paper base information is limited specifically to human dependencies such as, obtainability, accuracy, time, and interpretation. These key issues result in a multidimensional and multilayer challenge of total business optimization. Total business optimization must include, but not be limited to, production, supply chain, human resources, finance, Information management, plant control, research, technology development, together with sales and distribution. The additional complexity of multisite operations must also be included in order to achieve true global, end to end, optimization. There has been development in deployment of limited solutions but replication and accelerated delivery can only be addressed via a standardized approach. This research proposes a standardization, global system approach to this challenge from Enterprise Resource Planning through manufacturing systems down to instrumentation