Book contents
- Frontmatter
- Contents
- List of Contributors
- Introduction: ERP – The Quiet Revolution?
- Part IImplementation and Effectiveness: Overview
- Part IIFrom Risks to Critical Success Factors
- Part IIIFrom Learning to Knowledge
- 10Implementing Enterprise Resource Planning Systems: The Role of Learning from Failure
- 11ERP Projects: Good or Bad for SMEs?
- 12The Role of the CIO and IT Functions in ERP
- 13Enterprise System Management with Reference Process Models
- 14An ERP Implementation Case Study from a Knowledge Transfer Perspective
- 15Knowledge Integration Processes within the Context of Enterprise Resource Planning System Implementation
- Part IVCultural Aspects of Enterprise Systems
- Part VFuture Directions
- Index
- References
11 - ERP Projects: Good or Bad for SMEs?
from Part III - From Learning to Knowledge
Published online by Cambridge University Press: 05 February 2012
Book contents
- Frontmatter
- Contents
- List of Contributors
- Introduction: ERP – The Quiet Revolution?
- Part IImplementation and Effectiveness: Overview
- Part IIFrom Risks to Critical Success Factors
- Part IIIFrom Learning to Knowledge
- 10Implementing Enterprise Resource Planning Systems: The Role of Learning from Failure
- 11ERP Projects: Good or Bad for SMEs?
- 12The Role of the CIO and IT Functions in ERP
- 13Enterprise System Management with Reference Process Models
- 14An ERP Implementation Case Study from a Knowledge Transfer Perspective
- 15Knowledge Integration Processes within the Context of Enterprise Resource Planning System Implementation
- Part IVCultural Aspects of Enterprise Systems
- Part VFuture Directions
- Index
- References
Summary
Introduction
The enterprise resource planning (ERP) movement has been gathering momentum for the best part of ten years and has now reached a global dimension, with companies across the world and, more importantly, across very different industries jumping on the ERP band wagon. The pace of implementations has been such that SAP have posted on their web site the news that they have now implemented their software in 30,000 sites and have a user population of 10 million. This gives an idea of the scale and pace of the whole ERP movement.
ERP systems are integrated enterprise-wide software packages that use a modular structure to support a broad spectrum of key operational areas of the organization. They are widely acknowledged as having the potential to radically change existing businesses by bringing improvements in efficiency and the implementation of optimized business processes (Rowe, 1999). The key reasons why managers have sought to proceed with difficult ERP projects have been reported to be to end the fragmentation of current systems, to allow a process of standardization, to give more visibility on data across the entire corporation, and, in some cases, to obtain competitive advantage. Thus, ERP projects have been described as strategic projects whose success or failure will have a great impact on the organization (Rowe, 1999; Shakir, 2000; Wood and Caldas, 2000).
Information
- Type
- Chapter
- Information
- Second-Wave Enterprise Resource Planning SystemsImplementing for Effectiveness, pp. 275 - 298Publisher: Cambridge University PressPrint publication year: 2003
References
and , (1998) L'achat des systèmes d'information informatiques comme alternative au développement spécific: le cas Socrate. Systèmes d'Information et Management, 3(4), 79–100Google Scholar
Adam, F. and Doyle, E. (2000) Enterprise Resource Planning at Topps International Ltd. In Johnson and Scholes (eds), Exploring Corporate Strategy, 6th edn. Prentice Hall
Appleton, E. (1997) How to Survive ERP. Datamation, 43(March), 50–53
Bancroft, N. (1996) Implementing SAP/R3: How to Introduce a Large System into a Large Organisation. London: Manning/Prentice Hall
Berger, P. (1998) PGI: les services valent cher. Le Monde Informatique, 25 September, 779
(1999) Les ERP à l'épreuve de l'organisation. Systèmes d'Information et Management, 4(4), 21–52Google Scholar
Bingi, P., Sharma, M., and Godla, J. (1999) Critical Issues Affecting an ERP Implementation. Information Systems Management, Summer, 7–14CrossRef
(1985) Case Research in Marketing: Opportunities, Problems and a Process. Journal of Marketing Research, 22(2), 199–208CrossRefGoogle Scholar
Caldas, M. and Wood, T. (2000) How Consultants Can Help Organizations Survive the ERP Frenzy. http://www.gv.br/prof_alunos/thomaz/ingles/paper6.htm
Eglizeau, C., Frey, O., and Newman, M. (1996) Socrate: An Implementation Debacle. Proceedings of the 4th European Conference on Information Systems, Lisbon, Portugal, 1233-1243CrossRef
, , and (1992) Evaluating Investments in IT. Journal of Information Technology, 7(2), 109–122CrossRefGoogle Scholar
(1998) An empirical investigation into the adoption of systems development methodologies. Information and Management 34, 317–328CrossRefGoogle Scholar
(1999) Genealogie des ERP et gestion des flux physiques. Systèmes d'Information et Management, 4(4), 71–90Google Scholar
Jeanne, F. (1999) Progiciels: Pas d'ASP sans SAP. Le Monde Informatique, 24 September, 822
(1979) Mixing Qualitative and Quantitative Methods: Triangulation In action. Administrative Science Quarterly 24, 602–611CrossRefGoogle Scholar
Kalatoka, R. and Robinson, M. (1999) E-Business – Roadmap to Success. Reading, MA: Addison-Wesley
and (1988) Combining Qualitative and Quantitative Methods in Information Systems Research: A Case Study. Management Information Systems Quarterly, 12(4), 571–586CrossRefGoogle Scholar
Kelly, S., Holland, P., and Light, B. (2000) A Departure from Traditional Systems Development Methodologies: Enterprise Resource Planning, ERP, Systems and the use of Process Modelling Tools. Proceedings of the 9th Annual Business Information Technology Conference, 3–4 November, Manchester
Lampel, J. (1995) Innovation as Spectacle: Dramaturgical Construction of Technological Change. Conference on the Social Construction of Industries and Markets, Chicago, USA
(1989) A Scientific Methodology for MIS Case Studies. MIS Quarterly, 13(1), 32-50CrossRefGoogle Scholar
, and (1976) The Structure of ‘Unstructured’ Decision Processes. Administrative Science Quarterly 21, 246–275CrossRefGoogle Scholar
Miller, J. (2000) Grainger Says It Will Miss Estimates After Installing Complex ERP Software. Wall Street Journal, 10 January, Eastern Edition
Robineau, O. (1998) Les nouvelles Facettes de l'infogerance. Le Monde Informatique, 16 October, 782
(1999) Cohérence, Intégration informationnelle et changement: esquisse d'un programme de recherche à partir des Progiciels Intégrés de Gestion. Systèmes d'Information et Management, 4(4), 3–20Google Scholar
Simon H. (1977) The New Science of Management Decisions. Englewood Cliff, NJ: Prentice Hall
Shakir, M. (2000) Decision Making in the Evaluation, Selection and Implementation of ERP Systems. Proceedings of the 6th Americas Conference on Information Systems, 10–13, August Long Beach California, 1033–1038
Shanks, G., Parr, A., Hu, B., Corbitt, B., Thanasankit, T., and Seddon, P. (2000) Differences in Critical Success Factors in ERP Systems Implementation in Australia and China: A Cultural Analysis. Proceedings of the 8th European Conference on Information Systems, 3–5 July, Vienna, Austria, 537–544
Stefanou, C. (2000) The Selection Process of Enterprise Resource Planning, ERP, Systems. Proceedings of the 6th Americas Conference on Information Systems, 10–13 August, Long Beach California, 988–991
Ward, J. and Griffiths, P. (1996) Strategic Planning for Information Systems. Chichester: Wiley & Sons
Wood, T. and Caldas, M. (2000) Stripping the ‘Big Brother’: Unveiling the Backstage of the ERP Fad. http://www.gv.br/prof_alunos/thomaz/ingles/paper5.htm
White, B., Clark, D., and Ascarely, S. (1997) Program of Pain. Wall Street Journal, 14 March, 6
Accessibility standard: Unknown
Why this information is here
This section outlines the accessibility features of this content - including support for screen readers, full keyboard navigation and high-contrast display options. This may not be relevant for you.Accessibility Information
Accessibility compliance for the PDF of this chapter is currently unknown and may be updated in the future.
- 11
- Cited by