Integrating ERP and enterprise social software

Purpose : The purpose of this paper is to explore the use of a hybrid enterprise resource planning (ERP) system, combining an ERP system with enterprise social software (ESS). The study will provide a critical assessment of the implementation of this process technology. Design/methodology/approach : Multiple case studies of organisations based in China were conducted to understand the use of ERP systems in different contexts. Following an evaluation of the context of each ERP implementation (within-case analysis) the research draws a cross-case conclusion that defines the nature of a hybrid ERP system and then synthesises the propositions related to the benefits and challenges of implementation. Findings : The authors find that a hybrid ERP system is able to support efficiency in business process management and also provide a flexible response to changes in business requirements. It does this by allowing for the continued use of informal processes that cannot be incorporated into the ERP system. Practical implications : This research indicates how ERP systems in conjunction with ESS can provide a flexible response to changing business requirements and increase collaboration within the organisation. Key lessons include the need to perform informal activities under the guidance of managers and provide clear boundaries for the implementation of informal activities. Originality/value : This study has found that the use of case studies can provide a valuable insight into the use of a hybrid ERP system from the perspective of its use within the organisation as a work system that requires an assessment of the context within which organisational members perform their work

Emergence of ERPII Characteristics within an ERP integration context

It is widely accepted that Enterprise Resource Planning (ERP) can provide organizations with efficiency and productivity gains, in terms of aggregating and streamlining internal business processes. It is also well understood that embarking upon the implementation of such an IT project, also presents many risks and challenges to the incumbent corporation, as witnessed by numerous cases in the normative IS literature on this subject. Through the description of a case study organization’s ERP integration experiences, the authors highlight the emergence of those characteristics which define the componentization, and extension of ERP functionalities (i.e. so-called ERPII) in terms of a failed ERP-led, Enterprise Application Integration (EAI) implementation within an industrial products organization. As a result of the exploratory research approach used, it is hoped that the definition of such factors will provide an insight into the development and management of such technology investments

The fundamental challenge: human and organisational factors in an ERP implementation

Organisations encounter obstacles when implementing ERP systems. This paper intends to explore some of the problems that occur throughout the implementation of an ERP system. Using a combination of the work of Markus et al (2001) and Kim et al (2005), a framework is constructed of Human and Organisational and Technical problems in ERP Implementations during the project phase. Drawing on empirical evidences from a UK furniture manufacturer, this study then discusses and analyses each problem identified in the framework and its affect on the implementation of their ERP system. The findings of this paper reveal that the fundamental challenge of ERP implementation is not technology but organisational and human problems, which, if not properly comprehended and addressed, can lead to ERP failure. Understanding that organisational and human issues are extremely important will encourage practitioners to address these problems and succeed in their ERP system implementations

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

Integrating information and knowledge for enterprise innovation

It has widely been accepted that enterprise integration, can be a source of socio-technical and cultural problems within organisations wishing to provide a focussed end-to-end business service. This can cause possible “straitjacketing” of business process architectures, thus suppressing responsive business re-engineering and competitive advantage for some companies. Accordingly, the current typology and emergent forms of Enterprise Resource Planning (ERP) and Enterprise Application Integration (EAI) technologies are set in the context of understanding information and knowledge integration philosophies. As such, key influences and trends in emerging IS integration choices, for end-to-end, cost-effective and flexible knowledge integration, are examined. As touch points across and outside organisations proliferate, via work-flow and relationship management-driven value innovation, aspects of knowledge refinement and knowledge integration pose challenges to maximising the potential of innovation and sustainable success, within enterprises. This is in terms of the increasing propensity for data fragmentation and the lack of effective information management, in the light of information overload. Furthermore, the nature of IS mediation which is inherent within decision making and workflow-based business processes, provides the basis for evaluation of the effects of information and knowledge integration. Hence, the authors propose a conceptual, holistic evaluation framework which encompasses these ideas. It is thus argued that such trends, and their implications regarding enterprise IS integration to engender sustainable competitive advantage, require fundamental re-thinking

Extending the enterprise: An evaluation of ERP and EAI technologies within a Case Study organisation

It is widely understood that both Information Technology (IT) and Information Systems (IS), provide great benefits in improving the visibility of supply and value chains within and across organisational boundaries. Those enterprises which can realise the benefits of extending their core business processes outwards to clients and trading partners, will be able to create unique supply chain-dependent products and solutions. Thus, such business infrastructures have enabled organisations to expand and improve the effectiveness of their enterprise. One method to achieve this, has been to integrate Enterprise Resource Planning (ERP) systems with web-based and other IS systems, using Enterprise Application Integration (EAI) technologies. This paper seeks to investigate those factors which contributed to a case organisation’s extended enterprise experiences, by using extant ERP and EAI implementation IS evaluation criteria; and by placing the research results within the context of applicable IS research techniques in the area

Introducing "2.0" functionalities in an ERP

Companies and ERP editors show an increasing interest for the Web 2.0 technologies, aiming at involving the user of a web site in the creation of content. We summarize in this communication what these tools are and give an overview of recent examples of their use in companies. We show on the example of the most recent ERP of SAP, Business By Design, that if "2.0 tools" are now available in some ERPs, their integration in the business processes is not yet fully done. We suggest in that purpose the first draft of a methodology aiming at developing "2.0 business processes" using an ERP 2.0

Correlating Architecture Maturity and Enterprise Systems Usage Maturity to Improve Business/IT Alignment

This paper compares concepts of maturity models in the areas of Enterprise Architecture and Enterprise Systems Usage. We investigate whether these concepts correlate, overlap and explain each other. The two maturity models are applied in a case study. We conclude that although it is possible to fully relate constructs from both kinds of models, having a mature architecture function in a company does not imply a high Enterprise Systems Usage maturity