An ES process framework for understanding the strategic decision making process of ES implementations

Enterprise systems (ES) implementations are regarded costly, time and resource consuming and have a great impact on the organization in terms of the risks they involve and the opportunities they provide. The steering committee (SC) represents the group of individuals who is responsible for making strategic decisions throughout the ES implementation lifecycle. It is evident from recent studies that there is a relationship between the decision making process and ES implementation success. One of the key elements that contribute to the success of ES implementations is a quick decision making process (Brown and Vessey, 1999; Gupta, 2000; Parr, et al., 1999). This study addresses the strategic decision-making process by SC through its focus on four research questions (1) How can the strategic decision-making process in the implementation of ES be better understood, during each phase of the ES implementation lifecycle? (2) What is the process by which the SC makes strategic decisions? (3) How are fast decisions made? and (4) How does decision speed link to the success of ES implementation? Process models of ES implementation will provide a framework to investigate the strategic decision making process during each phases of the ES implementation lifecycle. Patterns in the decision making process will be explored using strategic choice models. This study develops a research model that focuses on the decision making process by steering committee to explore research questions. It concludes with identifying contributions to both IS research and business practitioners

The state of strategic human resource measurement in Spanish banks

The new strategic role of Human Resource (HR) management that many academics and practitioners have been calling for requires that HR systems not only achieve operational excellence in performing their traditional activities but that they also contribute to developing the strategic capabilities needed by the organization to maintain its competitive advantage. This new orientation has important implications for the evaluation of an organization's HR system. Traditional measures of the HR function tend to focus on internal efficiency. In order to determine the success of an HR system in achieving its new role as strategic partner, the strategic impact of HR practices must be evaluated. This requires measuring the contribution of the HR system toward building organizational capabilities, including employee skills, behaviors and attitudes, and the impact that changes at this level have on organizational results. This study presents a strategic HR measurement framework and investigates the current state of HR measurement in five large Spanish banks

Enterpise resource planning deplozment guide

The deployment of an Enterprise Resource Planning system (briefly ERP) is a global project, of strategic importance for the companies. It is equally a project for the reorganization of the business processes. A guide for the deployment involves all that is necessary for the counseling for the start up of an ERP system: conceptual matters, basic rules, managers' expectations, success factors, associated risks and good practices.enterprise resource planning systems (ERP), ERP deployment, success factors, basic rules, ERP deployment associated risks, best practices

Key factor for hastening the strategic issue diagnosis process: a within organisational model

Previous research on Strategic Issue Diagnosis (SID) had focused on the complexity and novelty associated with the decision-making process in a turbulent environment. What had not been previously addressed in the extant literature is the requirement for speed inherent within the SID process, especially that is related to the gathering of information and facts through an organisation’s environmental scanning procedures. Since proactive management techniques, nimble processes, and systems that allow an organisation to be responsive and build rapid decision-making capabilities are important determinants of success in a turbulent environment, the element of speed associated with SID is an important factor. Our paper identifi es a series of propositions focusing att ention on elements of the environmental scanning processes and management hierarchies that are intended to counteract the recursiveness and redundancy inherent in SID systems and ultimately hasten the strategic decision-making process

The state of strategic human resource measurement in Spanish banks.

The new strategic role of Human Resource (HR) management that many academics and practitioners have been calling for requires that HR systems not only achieve operational excellence in performing their traditional activities but that they also contribute to developing the strategic capabilities needed by the organization to maintain its competitive advantage. This new orientation has important implications for the evaluation of an organization's HR system. Traditional measures of the HR function tend to focus on internal efficiency. In order to determine the success of an HR system in achieving its new role as strategic partner, the strategic impact of HR practices must be evaluated. This requires measuring the contribution of the HR system toward building organizational capabilities, including employee skills, behaviors and attitudes, and the impact that changes at this level have on organizational results. This study presents a strategic HR measurement framework and investigates the current state of HR measurement in five large Spanish banks.

Information systems strategic planning success: operationalising the dependent variable

The increasing importance of the strategic role of information systems (IS) in a world of global markets, exemplified by the trend to international e-commerce, has placed even greater emphasis on the need for effective IS strategic planning (ISSP). A first step in empirically determining the effectiveness of a particular ISSP project is to establish how ISSP success (the dependent variable) is to be defined and operationalised. Various approaches have been discussed in the IS literature. This study contributes to that discussion by undertaking a review of that literature and proposing a four-part approach for operationalising the dependent variable, ISSP success

Building Organisational Capability: Your Future, Your Business

Much has been written about the benefits to be derived from maximising organisational capability as a means of increasing competitive advantage, establishing human resource functions as a strategic partner and improving stakeholder satisfaction. However, there is very little in the research on how organisations build their organisational capability. This paper proposes a Model of Organisational Capability based on three domains – the Strategic Intent, Organisational Structures and Individual Knowledge. The Model explores how systems and processes can be aligned to maximize organisational capability. The model can be used by researchers to examine the forces that build organisational capability in organisations, and determine critical success factors. Practitioners wishing to maximize their organisational capability can draw on the Model and suggested steps, to assist them to explore the organisational capability agenda for their busines

Measuring the success of the strategic information systems planning in enterprises in Slovenia

As consultants for the largest enterprises in Slovenia, we found that even though the literature lists plenty of strategic information systems planning (SISP) methods with clear theoretical merits, the enterprises find these methods too abstract and/or too cumbersome to use in practice. To address this issue, we developed a new approach for the measurement of SISP success that attempts to combine key predictors of SISP success from the fields of strategic information systems planning and strategic business planning in a way that would be as practical as possible for everyday use in enterprises. We hope that our method will thus enable enterprises to validly, reliably and with greater ease measure and control the outcome of the SISP process by clearly defining the SISP success predictors that need to be monitored and by identifying the stakeholders responsible for their management

Critical success factors in ERP implementation: A review

ERP systems have become vital strategic tools in today’s competitive business environment. This ongoing research study presents a review of recent research work in ERP systems. It attempts to identify the main benefits of ERP systems, the drawbacks and the critical success factors for implementation discussed in the relevant literature. The findings revealed that despite some organizations have faced challenges undertaking ERP implementations, many others have enjoyed the benefits that the systems have brought to the organizations. ERP system facilitates the smooth flow of common functional information and practices across the entire organization. In addition, it improves the performance of the supply chain and reduces the cycle times. However, without top management support, having appropriate business plan and vision, re-engineering business process, effective project management, user involvement and education and training, organizations can not embrace the full benefits of such complex system and the risk of failure might be at high level

Bulgarian sport policy 1945-1989: A strategic relation perspective

The 2008 Beijing Olympic Games have stimulated discussions about the success of different sport systems and the Chinese model in particular. Revisiting explanations of sport in the former communist countries of Eastern Europe during the Cold War seems timely, as the current Chinese model of sport was largely designed after the Soviet example established in this period. This paper examines Bulgarian sport policy between 1945 and 1989. It employs a Strategic Relation approach (Jessop, 1990) to analyse sport policy making as a strategic relation closely linked to the dominant state project of building a new stateness. It goes beyond ideological interpretations and argues that the state represents a strategic terrain where these relations have to be established in struggles, the outcomes of which are always uncertain. Furthermore, past and present struggles and their outcomes create various socio-political environments that presuppose the forms of state selectivity and intervention in sport. The process of constructing sport policy was influenced by two main categories of strategic relations: intra-state, including political, organisational and personal relations between the Party, state apparatus and various sport and non-sport organisations and their managers, and transnational, concerning ideological, political, economic and organisational relations with both communist and western countries and international sport organisations