A New Dynamic Framework for Managing ERP Development and Enterprise Strategy

2013 ◽  
pp. 377-406
Author(s):  
Ben Clegg ◽  
Yi Wan
Keyword(s):  
Enterprise Resource Planning ◽  
Value Chain ◽  
Virtual Enterprise ◽  
Resource Planning ◽  
Enterprise Management ◽  
Enterprise Strategy ◽  
Related Information ◽  
Inductive Research ◽  
New Information ◽  
It Innovation

The enterprise management (EM) approach provides a holistic view of organizations and their related information systems. In order to align information technology (IT) innovation with global markets and volatile virtualization, traditional firms are seeking to reconstruct their enterprise structures alongside repositioning strategy and establish new information system (IS) architectures to transform from single autonomous entities into more open enterprises supported by new Enterprise Resource Planning (ERP) systems. This chapter shows how ERP engage-abilities cater to three distinctive EM patterns and resultant strategies. The purpose is to examine the presumptions and importance of combing ERP and inter-firm relations relying on the virtual value chain concept. From a review of the literature on ERP development and enterprise strategy, exploratory inductive research studies in Zoomlion and Lanye have been conducted. In addition, the authors propose a dynamic conceptual framework to demonstrate the adoption and governance of ERP in the three enterprise management forms and points to a new architectural type (ERPIII) for operating in the virtual enterprise paradigm.

A New Dynamic Framework for Managing ERP Development and Enterprise Strategy

2012 ◽  
pp. 182-212
Author(s):  
Ben Clegg ◽  
Yi Wan
Keyword(s):  
Enterprise Resource Planning ◽  
Value Chain ◽  
Virtual Enterprise ◽  
Resource Planning ◽  
Enterprise Management ◽  
Enterprise Strategy ◽  
Related Information ◽  
Inductive Research ◽  
New Information ◽  
It Innovation

The enterprise management (EM) approach provides a holistic view of organizations and their related information systems. In order to align information technology (IT) innovation with global markets and volatile virtualization, traditional firms are seeking to reconstruct their enterprise structures alongside repositioning strategy and establish new information system (IS) architectures to transform from single autonomous entities into more open enterprises supported by new Enterprise Resource Planning (ERP) systems. This chapter shows how ERP engage-abilities cater to three distinctive EM patterns and resultant strategies. The purpose is to examine the presumptions and importance of combing ERP and inter-firm relations relying on the virtual value chain concept. From a review of the literature on ERP development and enterprise strategy, exploratory inductive research studies in Zoomlion and Lanye have been conducted. In addition, the authors propose a dynamic conceptual framework to demonstrate the adoption and governance of ERP in the three enterprise management forms and points to a new architectural type (ERPIII) for operating in the virtual enterprise paradigm.

scholarly journals Designing and Managing ERP Systems for Virtual Enterprise Strategy

2016 ◽  
pp. 160-195
Author(s):  
Yi Wan ◽  
Ben Clegg
Keyword(s):  
Enterprise Resource Planning ◽  
Virtual Enterprise ◽  
Resource Planning ◽  
Business Environment ◽  
Enterprise Strategy ◽  
Erp Systems ◽  
Structured Interviews ◽  
Related Information ◽  
Reference Grid ◽  
The Uk

The business environment today is transforming towards a collaborative context compounded by multi-organizational cooperation and related information system infrastructures. This chapter aims to examine Enterprise Resource Planning (ERP) systems development and emerging practices in the management of multi-organizational enterprises and identify the circumstances under which the so-called ‘ERPIII' systems fit into the Virtual Enterprise paradigm; and vice versa. An empirical inductive study was conducted using case studies from successful companies in the UK and China. Data were collected through 48 semi-structured interviews and analyzed using the Grounded-Theory based Methodology (GTM) to derive a set of 29 tentative propositions which were then validated via a questionnaire survey to further propose a novel conceptual framework referred to as the ‘Dynamic Enterprise Reference Grid for ERP (DERG-ERP)'; which can be used for innovative decision-making about how ERP information systems and multi-organizational enterprises – particularly the Virtual Enterprise may be co-developed.

An Extended Model of Decision Making

2011 ◽  
pp. 1738-1747
Author(s):  
David Sammon
Keyword(s):  
Enterprise Resource Planning ◽  
Major Part ◽  
Large Scale ◽  
Resource Planning ◽  
Project Managers ◽  
Extended Model ◽  
Project Life Cycle ◽  
It Innovation ◽  
Project Life ◽  
Specific Project

Enterprise resource planning (ERP) packages can be described as the most sought after means of organisational transformation and IT innovation since the mid 1990s. Over the past decade, ERP packages have become a major part of the organisational landscape and form the cornerstone of IS architectures for an ever increasing percentage of organisations. Despite the strong push toward enterprise-wide ERP systems in the wider organisational community and the experience accumulated over 20 years of large scale integrated systems implementations, there is, in relation to ERP deployment, a lack of understanding of the specific project management required to counter the difficulties that can arise when organisations fail to ensure that all the required factors of success are present in their projects. Therefore, novel ideas to help managers and project managers to better prepare for enterprise-wide ERP projects are badly needed. This entry presents a method of practical relevance for organisational decision-makers by introducing the concept of a devil’s advocate workshop—reminiscent of Klein’s premortem sessions (Klein, 1993, 2002), but tailor-made for large scale Information Systems projects—which leverages the concept of sense-making, in introducing a preplanning “intelligence” phase in any enterprise-wide ERP project life-cycle.

Workplace Social Support and Attitude toward Enterprise Resource Planning System

2018 ◽  
Vol 9 (1) ◽  
pp. 58-76 ◽  
Author(s):  
Paul Chou
Keyword(s):  
Social Support ◽  
Enterprise Resource Planning ◽  
Affective Commitment ◽  
Resource Planning ◽  
Planning System ◽  
Shared Services ◽  
Commitment To Change ◽  
Enterprise Resource Planning System ◽  
New Information ◽  
Workplace Social Support

To respond to competitive environment, many organizations have invested in enterprise resource planning system in order to improve workflow and increase the efficiency of shared services for the last two decades. Nevertheless, most organizations often fail to utilize and explore the new information system's functionalities to achieve their expected objectives as promised. This brutal fact reveals implicitly that there is an urgent need to improve the knowledge of understanding why and how employees accept and use new information systems. Particularly, in many cases, the reasons for the new information system's failure are neglecting social factors and a lack of change management. In view of such, the main aim of this study is to investigate the relationship between workplace social support and employee's attitude toward enterprise resource planning system from the perspective of organizational change. Results from a sample of 334 respondents in Taiwan revealed that workplace social support not only influences employee's attitude towards enterprise resource planning system directly, but also exerts its influences indirectly via affective commitment to organization and affective commitment to change.

scholarly journals Estimation of the cost price of the enterprise with the possibility of modeling contract positions

2020 ◽  
pp. 163-165
Author(s):  
A. V. Damarad ◽  
V. P. Shcherbakova
Keyword(s):  
Enterprise Resource Planning ◽  
Economic Effect ◽  
Resource Planning ◽  
Cost Price ◽  
Planning System ◽  
Enterprise Management ◽  
Important Place ◽  
Commercial Activities ◽  
Enterprise Management System ◽  
The Cost

The need to account for cost price occupies an important place in the enterprise management system. One of the important tasks of accounting for cost price is to control the cost of production. The cost price includes the total costs necessary for the enterprise to carry out production and commercial activities related to the production and sale of products, that is, everything that the enterprise costs to produce and sell products.To determine the economic benefits of selling the company’s finished products, it is necessary to know the final cost of the proposed contract. The amount of profit directly depends on the correctness of setting the sales price of products. This article discusses the assessment of the economic effect when modeling various contract positions based on the cost price of the enterprise, which will allow you to quickly solve production issues.The source data is information stored in the SAP ERP (Enterprise Resource Planning System) system: materials, component lists, component standards, etc. The source data processing and analysis system is SAP BI (Business Intelligence). To display the final result, we use a program designed for working with Microsoft Excel spreadsheets.

An Extended Model of Decision Making

2011 ◽  
pp. 348-355
Author(s):  
David Sammon
Keyword(s):  
Enterprise Resource Planning ◽  
Major Part ◽  
Large Scale ◽  
Resource Planning ◽  
Project Managers ◽  
Extended Model ◽  
Project Life Cycle ◽  
It Innovation ◽  
Project Life ◽  
Specific Project

Enterprise resource planning (ERP) packages can be described as the most sought after means of organisational transformation and IT innovation since the mid 1990s. Over the past decade, ERP packages have become a major part of the organisational landscape and form the cornerstone of IS architectures for an ever increasing percentage of organisations. Despite the strong push toward enterprise-wide ERP systems in the wider organisational community and the experience accumulated over 20 years of large scale integrated systems implementations, there is, in relation to ERP deployment, a lack of understanding of the specific project management required to counter the difficulties that can arise when organisations fail to ensure that all the required factors of success are present in their projects. Therefore, novel ideas to help managers and project managers to better prepare for enterprise-wide ERP projects are badly needed. This entry presents a method of practical relevance for organisational decision-makers by introducing the concept of a devil’s advocate workshop—reminiscent of Klein’s premortem sessions (Klein, 1993, 2002), but tailor-made for large scale Information Systems projects—which leverages the concept of sense-making, in introducing a preplanning “intelligence” phase in any enterprise-wide ERP project life-cycle.

Design of Stadium Management ERP System

2014 ◽  
Vol 926-930 ◽  
pp. 4709-4712
Author(s):  
Jian Jun Wang
Keyword(s):  
Enterprise Resource Planning ◽  
Financial Management ◽  
Raw Materials ◽  
Resource Planning ◽  
Enterprise Management ◽  
Erp Implementation ◽  
Management Level ◽  
Erp System ◽  
Integrated Technology ◽  
The Status

This article through to the stadium E (Enterprise Resource Planning) design and analysis project, starting from the industry's external environment and internal environment, the necessity of ERP implementation of enterprise; at the same time the gymnasium industry procurement, sales, production, financial management of the status quo of business model design, and the key technologies of the distribution of raw materials model and inventory cost settlement navigation is designed and analyzed, integrated technology, realizes the information sharing. The corresponding solution practical verification is feasible, effective and improves enterprise management level and market strain capacity.

scholarly journals CONTRIBUTION OF INFORMATION MANAGEMENT SYSTEMS ERP AS A SUBSIDY FOR DECISION-MAKING

2019 ◽  
Vol 7 (5) ◽  
pp. 170-181
Author(s):  
Luiz Andre Megiolaro dos Santos ◽  
Elaine Cristina Lopes
Keyword(s):  
Decision Making ◽  
Information Management ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Management Systems ◽  
Enterprise Management ◽  
Current Phase ◽  
Communications Networks ◽  
Information Management Systems ◽  
Total Difference

In general, organizational environment has faced major changes in its management processes, especially in what concerns investment in technology. According to Davenport and Prusak (1998), "organizations invest heavily in technology - computers, communications networks and software - because they believe that technology itself overcomes every challenge”. However, information allied to technology can make a total difference in any company objective, whether for decision making or creating competitive advantage. Based on this, organizations are looking for technological tools to enhance their processes, among which are the integrated systems of enterprise management ERP (Enterprise Resource Planning), focus of the present work, which also aims to present the relevance of ERP business management systems, as well as its aspects from implementation to its current phase in the organization, advantages, disadvantages, and role in strategic information management.

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