30,084 research outputs found

    How the Organizations Change in ERP Implementation

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    The Importance Of Culture Change And Change Management In Successful Implementation Of Sap Enterprise Resource Planning Systems

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    Enterprise Resource Planning (ERP) has enabled organizations to connect vendors, the organization, and customers in an almost seamless manner with real-time accurate communication and information. In an increasingly competitive environment, businesses are looking for ways to become more competitive within their marketplace. Many are turning to ERP solutions to facilitate multiple competitive priorities to stand above competing businesses or to create a new competitive advantage. Critical success factors and change management are the primary vehicles for the achievement of success in the adoption of these systems. This research studies how change management becomes a significant link to successful ERP implementation

    Managing change in ERP implementation projects : A case study in an SME context

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    Organizations that implement enterprise resource planning (ERP) systems face extensive changes in their structures, core processes, and roles. These changes needto be managed for ERP implementations to succeed, making change management very important.Literature detail critical success factors (CSFs) for change management, but these receive varying relative importance depending on factorssuch as the size and the context of the implementing organization. Much of the research on change management in ERP implementations focus on large enterprises, and oftenlack empiricalinsight into whychange management is challenging. Kristiansand Skruefabrikkog Mek verksted (KSMV), anSME focusing onindustrial production locatedin Søgne, Norway, implemented the ERP system RamBase in the spring of 2020.In this thesis,KSMV’s ERP implementation is examined by asking the research questions1)How do SMEs manage change during ERP implementations?and2)Why is change management challenging to tackle during ERP implementations in SMEs?This study uses a qualitative approach with an explanatorycase study guided by the interpretive paradigm. It consists of empirical data, collected through14 semi-structured interviews and 304 hours of observation,in addition to gathered documents. Using Nvivo, CSFsforchange management identified from the literaturewereadopted as a framework for provisional codingin order to achieve an in-depthanalysis and interpretation of the data’s meanings

    MANAGING CHANGE IN ERP IMPLEMENTATION: LESSONS LEARNED FROM AN SME CONTEXT

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    Organizations implementing enterprise resource planning (ERP) systems experience the need for extensive changes in structure, core processes, and roles - making change management crucial. Prior research on change management in ERP implementations focuses mostly on large enterprises and lacks empirical insight into why change management is challenging. We conducted a case study in a Norwegian Small and Medium-sized Enterprise (SME) working in mechanical manufacturing. Interviews, observations, and documents were analyzed. This study contributes to the literature focusing on change management in ERP implementations and pro-vides rich insight into how and why change management is challenging in an SME context by detailing eight key reasons behind 33 challenges. Lessons learned from this study may have transferable value to other SMEs implementing ERP. The study highlights the importance of considering culture, overall organizational workload, and ensuring deep engagement during an ERP project. Several of the challenges were interconnected. Customizing organizational processes was challenging because it opposed the established culture within the company, risk management was underestimated, and culture was more of an impediment than a facilitator for change management. Finally, the management style, lack of holistic project view, and lack of competence in computer usage were also identified as challenges impeding an efficient implementation

    Governance Structure Transforemation during ERP Implementations

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    The United States Air Force (USAF) has a number of initiatives underway to better support tomorrow’s Warfighter. As part of the Expeditionary Logistics for the 21st Century (eLog21) campaign, one of the most critical initiatives is the Expeditionary Combat Support System (ECSS). ECSS is the world’s largest enterprise resource planning (ERP) implementation and will completely transform USAF logistics operations. The benefits of an ERP include centrally-managed and integrated information sharing, while the many challenges include training future state operations and employing change management. An effective governance structure is essential in order for the USAF to realize the full benefits of ECSS and minimize the challenges of ERP implementation. Governance is the means by which decisions are made and how decision-makers are held accountable for those decisions. This case study research examines the changes that five organizations made to their governance structure during a large transformation effort, such as an ERP implementation. Specifically, this research examines the main trigger points, or causes of these governance structure changes. The implications of these trigger points and changes to the governance structure are explored within the context of the current ECSS implementation

    Language of Change

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    Changing organizational culture is a challenging undertaking, especially when it is attempted through a global change in systems and processes, such as Enterprise Resource Planning (ERP) Implementations. During these transformations, organizations desire alignment between people at different levels and across various parts of the organization; and communication is considered a critical factor to developed shared meaning leading towards alignment. This research redefines alignment as a dynamic push-pull communication model for change in which the traditional top-down “push” communication frames the overall purpose and objectives of a change while the deeper-level “pull” communication helps employees make sense of the change—what the change means to them and their departments. Research was conducted through semi-structured interviews of employees of a global entertainment and media company that is doing an ERP implementation to change the culture of their home-video division from creative high-margin mindset to process efficiency driven organization can reduce its costs to improve its eroding profit margins. Various aspects of communication, such as boundary objects and stories, are analyzed to understand how they lead to alignment and misalignment as the ERP-driven change unfolds

    ERP\u27s Best Practices and Change: An Organizational Memory Mismatch Approach

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    Enterprise Resource Planning (ERP) systems implementations undertaken all over the world have resulted and continue to result in significant organizational change. Organizations adopt ERP systems to benefit from the underpinning (allegedly) best practices, the suppliers’ or sometimes consultants’ “recipes” for conducting successful business. Such practices are said to lead to considerable improvements in the way the business performs, emphasizing the functioning and management of business processes. However, the implementation and use of best practices remains highly problematic! Here, we conceptualize ERP’s best practices in terms of organizational routines, which are considered to be “repositories” of organizational memory. Memory mismatches are at the core of our (metaphorical) lens to surface understandings of what goes wrong and how people negotiate solutions, both during the implementation and, more importantly, the in-use phases of ERP systems. Looking from an organizational memory mismatch perspective provides us with interesting insights into the challenges and opportunities for implementing and managing change in this context, giving an appealing structure for reasoning about ERP’s best practices. Illustrations from a case study of a Dutch SME are presented to enrich our account. The overall thrust of the paper is to identify a variety of concerns, intriguing questions and avenues for future research

    The Strategic Balance of Centralized Control and Localized Flexibility in Two-Tier ERP Systems

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    Two-tier ERP systems are an increasingly popular technology strategy for large, multinational enterprises. This paper examines how two-tier ERP enables organizations to balance centralized control and coordination at the corporate level with localized flexibility and responsiveness at the division/subsidiary level. The tier 1 ERP system handles core tasks like HR, finance, and IT using highly customized solutions tailored to the large corporate entity's needs, scale, and sophistication. This promotes enterprise-wide process standardization and centralized control. Meanwhile, the tier 2 ERP systems utilized by smaller subsidiaries and regional offices are less resource intensive and more configurable to address localized requirements. Tier 2 gives local divisions more control over their ERP to enable flexibility and responsiveness. This research analyzes the key drivers pushing large multinationals towards two-tier ERP, including managing complexity across global operations, enabling centralized coordination while allowing localization, integrating dispersed IT infrastructures, and controlling implementation costs. The paper explores the unique characteristics and benefits of tier 1 and tier 2 ERP systems in depth, providing concrete examples. Critical considerations for successfully deploying two-tier ERP are also examined, such as integration, change management, and striking the right balance between standardization and localization. The conclusion reached is that two-tier ERP delivers important synergistic benefits for large enterprises through its centralized/decentralized dual structure. The tier 1/tier 2 approach balances the key needs for coordination and control at the center with flexibility at the edges. However, careful planning is required for effective two-tier ERP implementation. The optimal balance between standardization and localization must be struck to fully realize the strategic potential. This research provides important insights for both academic study and real-world application of two-tier ERP systems

    Critical Factors and Multisite Implementation of ERP: A Case Study in the UAE

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    Despite extensive studies in the ERP literature, little empirical understanding has been reached in relation to ERP implementation experiences in developing markets, particularly in the UAE context. Derived from the notions of critical successful factors and multisite implementation, two of widely researched areas in ERP studies, this paper thus seeks to provide practical insights about organizations’ ERP implementation experiences in the UAE setting. More specifically, it describes and contrasts critical factors and multisite implementation experiences in two case organizations situated in the UAE. These case organizations, one being categorized as a global company and the other local, provide interesting comparison of ERP implementation because of their complementary organizational structure and business strategies. In contrast to traditional ERP frameworks’ suggestions, these case organizations’ experiences reveal that contemporary ERP implementations might be more complex than previously expected since none of these case organizations’ ERP experiences follows suggestions made by frameworks based. Further discussion about how to better understand and examine maturing ERP technology in an increasingly globalized business environment such as the UAE is provided
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