The Validity of the Improvisation Argument in the Implementation of Rigid technology: The Case of ERP systems

2006 ◽  
Vol 21 (3) ◽  
pp. 165-175 ◽  
Author(s):  
Amany R. Elbanna
Keyword(s):  
Enterprise Resource Planning ◽  
Network Theory ◽  
Actor Network Theory ◽  
Resource Planning ◽  
Evaluation Methods ◽  
Successful Implementation ◽  
Erp Systems ◽  
Erp Implementation ◽  
Actor Network ◽  
Erp System

Claudio Ciborra's improvisation argument provides a realistic dynamic account of how organisational practices address technology. This was developed from the study of malleable open-ended technology, but little research has occurred to investigate the theory's validity within different settings. This paper seeks to address this gap, by examining improvisation in the context of a rigid highly structured technology. It presents findings from the successful implementation of an Enterprise Resource Planning (ERP) system within a large international organisation, which was subsequently defined by the ERP vendor as being an ‘exemplary site’. Through the theoretical lens of Actor Network Theory, the paper reveals the improvisation, enactments and constant work around the plan that took place in dealing with the high contingencies of ERP implementation. The study extends the discussion on improvisation and contributes to an already illuminating argument. It invites practitioners to reflect on ERP implementation practice and review their evaluation methods.

Strategic Systems Implementation: Diffusion through Drift

2008 ◽  
Vol 23 (2) ◽  
pp. 89-96 ◽  
Author(s):  
Amany R Elbanna
Keyword(s):  
Diffusion Of Innovation ◽  
Enterprise Resource Planning ◽  
Network Theory ◽  
Actor Network Theory ◽  
Resource Planning ◽  
Software Implementation ◽  
Alternative View ◽  
Successful Implementation ◽  
Erp Systems ◽  
Systems Implementation

The adoption of Enterprise Resource Planning (ERP) systems follows various paths in organisations and achieves diverse results. The traditional models of diffusion of innovation applied in information systems are not sufficient to explain such variations in adoption. This study examines the process of drift in an ERP project to answer the questions of how and why drift tends to occur in such projects. It applies Actor Network Theory to interpret the data. This analytical lens reveals that a software implementation project's fate depends on each move it takes and each party involved in handling that move. Every handling of the project by different parties could present either a positive modality (that strengthens it and pushes it forward on its track) or a negative modality (that weakens its initial form and drags it onto a different direction). The study provides an alternative view of diffusion, and an explanation of drift in the ERP case that could be extended to other technological projects. It invites practitioners to monitor the various movements of their projects and to allow strategic drift in order to achieve a successful implementation.

Smoothing Short Duration Capacity Problems in Enterprise Resource Planning (ERP) Systems: An Algorithmic Approach

2014 ◽  
Vol 933 ◽  
pp. 860-868
Author(s):  
Muneam Zamzeer Al-Magsoosi
Keyword(s):  
Short Duration ◽  
Enterprise Resource Planning ◽  
Lot Sizing ◽  
Environmental Parameters ◽  
Resource Planning ◽  
Successful Implementation ◽  
Erp Systems ◽  
Lot Size ◽  
Erp System ◽  
Order Release

Successful implementation of ERP systems should take full advantage of the access to information, but not be constrained by many of the deficiencies associated with infinite capacity scheduling methodologies. In this paper an algorithm is developed which improves the performance of the ERP system. Lot sizing decisions based on capacity availability are used as an instrument to integrate more effectively capacity requirements planning (CRP) and Material Requirements Planning (MRP). MRP is a planning tool for a sub-set of manufacturing system specially in hierarchal multi-product, multi-period and multi-stage production planning and inventory control system. The Vehicle used for this integration is planned order release (POR) quantity. The algorithm requires minimal deviation from the MRP logic. In this sequential process MRP first issues the action notices and then the algorithm analyses the capacity situation in the work centers. The algorithm scans all planned order release quantities of lower level items in the action bucket before orders are released to the shop. For each item a delta value is computed identifying the degree orders are contributing to capacity problems. This delta is specific to each POR. The POR causing the highest overload and the one passing through the lowest utilized work centers are selected for a lot size decrease, respectively, an increase. After identifying the candidates, a series of checks analyses the suitability of the candidates for that change. The planned order release quantities of more items can be performed. Projected capacity profile after iteration will be updated and capacity requirements over a short duration are smoothed. The experiments are performed with MAP/3000 as a simulation model for this study. The developed algorithm is added to MAP/3000 as additional subroutines. The design of the experiments consists of a base test identifying the significance of different environmental parameters of MRP systems and a main test which performs a detailed evaluation. The results are evaluated using analysis of variance techniques. Most ERP systems built on the historical development of MRP and CRP systems, and the assumption of infinite capacity is affecting the performance of those systems badly. This paper is presenting an algorithm to smooth capacity problems by using the existed capacity.

Socio-Technical Change Perspective for ERP Implementation in Large Scale Organizations

2018 ◽  
pp. 2975-2987 ◽  
Author(s):  
Jessy Nair ◽  
D. Bhanusree Reddy ◽  
Anand A. Samuel
Keyword(s):  
Organizational Change ◽  
Enterprise Resource Planning ◽  
Large Scale ◽  
Resource Planning ◽  
Business Environment ◽  
Erp Systems ◽  
Erp Implementation ◽  
Firm Level ◽  
Erp System ◽  
Technical Theory

Organizations require to enhance their firm level resources to compete in turbulent business environment. Strategic application systems, such as an Enterprise Resource Planning (ERP) System is one such resource technology that centralizes the database of the organization to enable a seamless view of the organization. However, implementation of ERP systems in organizations has not been a success story for many. ERP systems implementation brings about large scale organizational change and hence it becomes essential for stakeholders to have a reference framework for planning for various dimensions of the organization. Hence this chapter applies a General Morphological Analysis(GMA) to identify the most suitable theory to analyse ERP implementation. Socio technical theory with Leavitt's diamond model was analysed as most appropriate since they are based on the of premises organizational change at firm level. Socio technical organizational change model will enable stakeholders to analyse resources required for core dimensions of the organization for ERP implementation.

An Investigation of Enterprise Resource Planning Implementation in a Small Firm

2013 ◽  
pp. 57-80
Author(s):  
Magdy Abdel-Kader ◽  
Thu Phuong Nguyen
Keyword(s):  
Decision Making ◽  
Small Firm ◽  
Enterprise Resource Planning ◽  
Implementation Process ◽  
Resource Planning ◽  
Erp Systems ◽  
Erp Implementation ◽  
Erp System ◽  
Small Organizations ◽  
Selection Processes

Enterprise Resource Planning (ERP) systems have been recognized as complex and costly, which limited their implementation in large organizations. However, an increasing number of small organizations have recently gained interest in this system. This paper investigates the implementation process of ERP in a small firm. The investigation focused on two perspectives of ERP implementation: successes achieved and problems encountered. Despite many problems encountered in the firm, the ERP system still exists. This gives evidence that small organizations are more flexible and motivated to adapt to change and implement an ERP system. Most problems were encountered at early stages of implementation, which can be minimized if deliberate decision making of ERP implementation and proper selection processes were in place. Further, ERP is a good solution for small organizations if they are able to build a relevant in-house system.

The Factors Affecting Successful Implementation of ERP in Nanjing Manufacturing SMEs

2011 ◽  
Vol 2 (3) ◽  
pp. 15-26
Author(s):  
Xi Chen ◽  
Rapeepat Techakittiroj
Keyword(s):  
Enterprise Resource Planning ◽  
High Speed ◽  
Resource Planning ◽  
Management Model ◽  
Successful Implementation ◽  
Erp Implementation ◽  
Factors Affecting ◽  
Erp System ◽  
National Corporation ◽  
Implementation Factors

Enterprise Resource Planning (ERP) system in companies can be implemented to Multi National Corporation (MNC), Larger Enterprise, and Small & Medium-sized Enterprises (SMEs). In China, 99% of all companies can be categorized as SMEs. With a decade of high-speed economy development after entering the 21st century, traditional Chinese SMEs want to find a new management model to improve work efficiency and increase business opportunities. This study finds the factors affecting the diffusion and successful implementation of ERP in Chinese Nanjing manufacturing SMEs. It will lead to the conclusion that ERP investment and implementation, which could be used as project guideline by the management of SMEs or companies that adopt ERP in intend to implement them. The objective is to provide Nanjing’s SMEs implementing ERP with knowledge about ERP implementation factors.

An integrated framework for ERP system implementation

2017 ◽  
Vol 25 (1) ◽  
pp. 91-109 ◽  
Author(s):  
Kalinga Jagoda ◽  
Premaratne Samaranayake
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Resource Planning ◽  
System Implementation ◽  
Erp Systems ◽  
Erp Implementation ◽  
Content Type ◽  
Erp System ◽  
Critical Success

Purpose The purpose of this paper is to propose an alternative integrated approach based on the stage-gate method to implement enterprise resource planning (ERP) systems which will enhance the effectiveness of ERP projects. Design/methodology/approach A literature review was conducted on ERP system implementation and its effectiveness. The need for improving implementation approaches and methodologies was examined. Based on the insights gained, a conceptual framework for ERP system implementation is presented by combining the state-gate approach with the pre-implementation roadmap. Findings The proposed framework aims to enhance the overall ERP implementation outcomes, ensuring critical success factors and eliminating common causes of failures. A pre-implementation roadmap is identified as a key element for eliminating many causes of failure including lack of organisations’ readiness for ERP. The post-implementation stage can be used for further improvements to the system through internal research and development. Research limitations/implications The development of the framework is an attempt to contribute to improving ERP implementation. This research is expected to motivate researchers to work in this area, and it will be beneficial to practicing managers in the identification of opportunities for improvements in ERP systems. Case studies will be valuable to refine and validate the proposed model. Originality/value This paper explores research in a needy area and offers a framework to help researchers and practitioners in improving ERP implementation. This framework is expected to reduce the implementation project duration, strengthen critical success factors and minimise common problems of ERP implementation projects.

Market Reaction to ERP Implementation Announcements

2001 ◽  
Vol 15 (1) ◽  
pp. 3-18 ◽  
Author(s):  
David C. Hayes ◽  
James E. Hunton ◽  
Jacqueline L. Reck
Keyword(s):  
Positive Reaction ◽  
Enterprise Resource Planning ◽  
Capital Market ◽  
Market Value ◽  
Resource Planning ◽  
Market Response ◽  
Business Organizations ◽  
Erp Systems ◽  
Erp Implementation ◽  
Erp System

The objective of this research is to examine how the capital market responds when a firm announces that it plans to implement an enterprise resource planning (ERP) system. This is the first study to investigate the extent to which ERP systems are deemed to add market value to business organizations. Study findings indicate an overall positive reaction to initial ERP announcements. Further analyses suggest that the reaction is most positive for small/healthy firms. Finally, the market response to larger ERP vendors, as reflected by PeopleSoft and SAP, is significantly more positive than to smaller ERP vendors.

ERP Implementation in Higher Education

2012 ◽  
pp. 128-156
Author(s):  
Adekunle Okunoye ◽  
Mark Frolick ◽  
Elaine Crable
Keyword(s):  
Higher Education ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Organizational Dynamics ◽  
Erp Systems ◽  
Erp Implementation ◽  
Erp System ◽  
Organizational Issues ◽  
Standard Information ◽  
System Selection

Enterprise Resource Planning (ERP) systems long have been known as systems that bring integration to numerous business activities within complex organizations. However, in today’s contemporary organizations, ERP systems are becoming a standard information system, irrespective of size and nature of the business. This case focuses on the implementation of an ERP system in higher education. The case covers the key stages of implementation. Particular emphasis is placed on the selection of the ERP system and the organizational dynamics involved. The implementation of the first two modules and the views of users are discussed. The depth of the case can enable managers to understand the complexity of an ERP system selection and the organizational issues involved. The analysis of the case sheds light on the activities involved in ERP projects and what to expect during the implementation stage.

scholarly journals Risk Factors When Implementing ERP Systems in Small Companies

Information ◽  
2021 ◽  
Vol 12 (11) ◽  
pp. 478
Author(s):  
Ann Svensson ◽  
Alexander Thoss
Keyword(s):  
Risk Factors ◽  
Enterprise Resource Planning ◽  
Business Processes ◽  
Resource Planning ◽  
Small Enterprises ◽  
Small Companies ◽  
Erp Systems ◽  
Erp Implementation ◽  
Erp System ◽  
Implementation Processes

Implementation of enterprise resource planning (ERP) systems often aims to improve the companies’ processes in order to gain competitive advantage on the market. Especially, small companies need to integrate systems with suppliers and customers; hence, ERP systems often become a requirement. ERP system implementation processes in small enterprises contain several risk factors. Research has concluded that ERP implementation projects fail to a relatively high degree. Small companies are found to be constrained by limited resources, limited IS (information systems) knowledge and lack of IT expertise in ERP implementation. There are relatively few empirical research studies on implementing ERP systems in small enterprises and there is a large gap in research that could guide managers of small companies. This paper is based on a case study of three small enterprises that are planning to implement ERP systems that support their business processes. The aim of the paper is to identify the risk factors that can arise when implementing ERP systems in small enterprises. The analysis shows that an ERP system is a good solution to avoid using many different, separate systems in parallel. However, the study shows that it is challenging to integrate all systems used by suppliers and customers. An ERP system can include all information in one system and all information can also easily be accessed within that system. However, the implementation could be a demanding process as it requires engagement from all involved people, especially the managers of the companies.

The influence of ERP systems on organizational aspects of accounting: case studies in Portuguese companies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
José Luís Martins ◽  
Carlos Santos
Keyword(s):  
Organizational Structure ◽  
Enterprise Resource Planning ◽  
Qualitative Methodology ◽  
Resource Planning ◽  
Successful Implementation ◽  
Erp Systems ◽  
Structured Interviews ◽  
Content Type ◽  
Erp System ◽  
Different Levels

Purpose This paper aims to investigate the changes caused by the use of the enterprise resource planning (ERP) systems in the accounting of organizations at different levels: organizational structure; processes; and employees. Design/methodology/approach The authors use a qualitative methodology with interpretative analysis through the study of five cases in Portuguese companies that implemented the Sage ERP X3. The data collection was carried out mainly through semi-structured interviews. Findings The results indicate that the successful implementation of the ERP system is associated with changes in the organizational structure, reengineering of processes and changes in the functions of employees. These changes interact and cause modifications among themselves, which makes it difficult to identify the origin and sequence of changes related to the implementation of the systems. It was possible to identify the direct impact of the ERP system on the change of processes, which is reflected in the functions of the employees, as well as to verify that the ERP system provides the opportunity for companies to change their organizational structure. Originality/value This paper contributes to the accounting literature by providing evidence on the influence of ERP systems on organizational aspects of accounting in the Portuguese reality, attesting that the successful implementation of the ERP system is associated with changes in the organizational structure, reengineering of processes and changes in the functions of employees.

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