51 research outputs found

    Establishing A Critical ERPii Implementation Pathway For Customer Facing Organisations

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    This paper presents a combination model which sets out a critical pathway for ERPII implementation for customer facing organisations (CFOs). The model incorporates a resource based view of implementation and the implementation lifecycle (from conception to completion), allowing identified critical success factors (CSFs) to be considered at each stage. A case study analysis was undertaken to identify potential CSFs. These were subsequently appraised by four senior management members within the project team two years post go–live and cross referenced for validation against the views of seven highly experienced consultants within supplier organisations. Analysis of the validated CSFs using the combination model identified that CFOs require specific CSFs at particular stages of the implementation lifecycle. This type of organisation should invest heavily in people-related CSFs, with a particular emphasis upon these in the exploitation phase

    Designing and managing ERP systems for virtual enterprise strategy:a conceptual framework for innovative strategic thinking

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    The business environment today is transforming towards a collaborative context compounded by multi-organizational cooperation and related information system infrastructures. This chapter aims to examine Enterprise Resource Planning (ERP) systems development and emerging practices in the management of multi-organizational enterprises and identify the circumstances under which the so-called ‘ERPIII' systems fit into the Virtual Enterprise paradigm; and vice versa. An empirical inductive study was conducted using case studies from successful companies in the UK and China. Data were collected through 48 semi-structured interviews and analyzed using the Grounded-Theory based Methodology (GTM) to derive a set of 29 tentative propositions which were then validated via a questionnaire survey to further propose a novel conceptual framework referred to as the ‘Dynamic Enterprise Reference Grid for ERP (DERG-ERP)'; which can be used for innovative decision-making about how ERP information systems and multi-organizational enterprises – particularly the Virtual Enterprise may be co-developed

    Managing enterprise resource planning and multi-organisational enterprise governance:a new contingency framework for the enterprisation of operations

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    This research has been undertaken to determine how successful multi-organisational enterprise strategy is reliant on the correct type of Enterprise Resource Planning (ERP) information systems being used. However there appears to be a dearth of research as regards strategic alignment between ERP systems development and multi-organisational enterprise governance as guidelines and frameworks to assist practitioners in making decision for multi-organisational collaboration supported by different types of ERP systems are still missing from theoretical and empirical perspectives. This calls for this research which investigates ERP systems development and emerging practices in the management of multi-organisational enterprises (i.e. parts of companies working with parts of other companies to deliver complex product-service systems) and identify how different ERP systems fit into different multi-organisational enterprise structures, in order to achieve sustainable competitive success. An empirical inductive study was conducted using the Grounded Theory-based methodological approach based on successful manufacturing and service companies in the UK and China. This involved an initial pre-study literature review, data collection via 48 semi-structured interviews with 8 companies delivering complex products and services across organisational boundaries whilst adopting ERP systems to support their collaborative business strategies – 4 cases cover printing, semiconductor manufacturing, and parcel distribution industries in the UK and 4 cases cover crane manufacturing, concrete production, and banking industries in China in order to form a set of 29 tentative propositions that have been validated via a questionnaire receiving 116 responses from 16 companies. The research has resulted in the consolidation of the validated propositions into a novel concept referred to as the ‘Dynamic Enterprise Reference Grid for ERP’ (DERG-ERP) which draws from multiple theoretical perspectives. The core of the DERG-ERP concept is a contingency management framework which indicates that different multi-organisational enterprise paradigms and the supporting ERP information systems are not the result of different strategies, but are best considered part of a strategic continuum with the same overall business purpose of multi-organisational cooperation. At different times and circumstances in a partnership lifecycle firms may prefer particular multi-organisational enterprise structures and the use of different types of ERP systems to satisfy business requirements. Thus the DERG-ERP concept helps decision makers in selecting, managing and co-developing the most appropriate multi-organistional enterprise strategy and its corresponding ERP systems by drawing on core competence, expected competitiveness, and information systems strategic capabilities as the main contingency factors. Specifically, this research suggests that traditional ERP(I) systems are associated with Vertically Integrated Enterprise (VIE); whilst ERPIIsystems can be correlated to Extended Enterprise (EE) requirements and ERPIII systems can best support the operations of Virtual Enterprise (VE). The contribution of this thesis is threefold. Firstly, this work contributes to a gap in the extant literature about the best fit between ERP system types and multi-organisational enterprise structure types; and proposes a new contingency framework – the DERG-ERP, which can be used to explain how and why enterprise managers need to change and adapt their ERP information systems in response to changing business and operational requirements. Secondly, with respect to a priori theoretical models, the new DERG-ERP has furthered multi-organisational enterprise management thinking by incorporating information system strategy, rather than purely focusing on strategy, structural, and operational aspects of enterprise design and management. Simultaneously, the DERG-ERP makes theoretical contributions to the current IS Strategy Formulation Model which does not explicitly address multi-organisational enterprise governance. Thirdly, this research clarifies and emphasises the new concept and ideas of future ERP systems (referred to as ERPIII) that are inadequately covered in the extant literature. The novel DERG-ERP concept and its elements have also been applied to 8 empirical cases to serve as a practical guide for ERP vendors, information systems management, and operations managers hoping to grow and sustain their competitive advantage with respect to effective enterprise strategy, enterprise structures, and ERP systems use; referred to in this thesis as the “enterprisation of operations”

    Implementing ERPII in customer facing organisations, an investigation of critical success factors

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    There has been a growing trend for customer facing organisations (CFOs) to turn to highly demanding information systems such as enterprise resource planning (ERP) in order to improve their interaction with customers. ERPII has the specific capabilities to deliver extended enterprise opportunities; however there have been widespread accounts of implementation failure leading to costly delays and even on occasion, bankruptcy. There is a lack of research available to business practitioners in terms of how to deliver a successful implementation in these situations and this research aims to address this issue. To achieve this, research has been undertaken using critical success factor (CSF) analysis. A case study was undertaken comprising of a project team placement within an ERPII implementation environment and follow-up interviews with the project team members were undertaken. In addition, a third piece of empirical research was undertaken consisting of interviews with consultant practitioners of supplier organisations. This research shows that CFOs implementing ERPII require specific CSFs to be addressed at different points within the implementation lifecycle. ‘Critical pathway steps’ have been recommended which emphasise the importance of post implementation training

    Social Shaping of Enterprise System Acquisition and Development: The Influence of Reference Users in XiZi Holdings

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    In this research-in-progress paper, we present a preliminary model of how reference users shape enterprise systems (ES) acquisition and development based on the case study of Xizi Holdings, one of the largest private enterprises in China. Our model draws on the theoretical lens of the social shaping of technology in the context of streamlining complex packaged ES adoption. The model is built on stage-wise observations of the roles that reference users play across the ES acquisition and development process. Our preliminary model identifies three intermediary mechanisms (i.e. attaching, staging and shaping of technology) that are enabled by reference users in the process of negotiating ES acquisition and development. It contributes to the existing discourse in recent IS research on the expanding role of users in influencing the development of packaged enterprise systems and their acquisition

    Mapping knowledge management and organizational learning in support of organizational memory

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    The normative literature within the field of Knowledge Management has concentrated on techniques and methodologies for allowing knowledge to be codified and made available to individuals and groups within organizations. The literature on Organizational Learning however, has tended to focus on aspects of knowledge that are pertinent at the macro-organizational level (i.e. the overall business). The authors attempt in this paper to address a relative void in the literature, aiming to demonstrate the inter-locking factors within an enterprise information system that relate knowledge management and organizational learning, via a model that highlights key factors within such an inter-relationship. This is achieved by extrapolating data from a manufacturing organization using a case study, with these data then modeled using a cognitive mapping technique (Fuzzy Cognitive Mapping, FCM). The empirical enquiry explores an interpretivist view of knowledge, within an Information Systems Evaluation (ISE) process, through the associated classification of structural, interpretive and evaluative knowledge. This is achieved by visualizng inter-relationships within the ISE decision-making approach in the case organization. A number of decision paths within the cognitive map are then identified such that a greater understanding of ISE can be sought. The authors therefore present a model that defines a relationship between Knowledge Management (KM) and Organisational Learning (OL), and highlights factors that can lead a firm to develop itself towards a learning organization

    An Updated ERP Systems Annotated Bibliography: 2001-2005

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    The goal of this study is to provide an updated annotated bibliography of ERP publications published in the main IS conferences and journals during the period 2001-2005, categorizing them through an ERP lifecycle based framework that is structured in phases. The first version of this bibliography was published in 2001 (Esteves and Pastor, 2001c). However, so far, we have extended the bibliography with a significant number of new publications in all the categories used in this paper. We also reviewed the categories and some incongruities were eliminated. Furthermore, we present topics for further research in each phase
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