Integrated Manufacturing Applications and Management Decision Making

2011 ◽  
pp. 263-280
Author(s):  
Fergal Carton ◽  
Frederic Adam
Keyword(s):  
Decision Making ◽  
Enterprise Resource Planning ◽  
Business Models ◽  
Resource Planning ◽  
Management Decision ◽  
Online Information ◽  
Erp Systems ◽  
Managerial Decision ◽  
Management Decision Making ◽  
Manufacturing Applications

The provision of timely, accurate, relevant, and concise information for managerial decision making has traditionally represented a challenge to information systems designers. The mass adoption of enterprise resource planning (ERP) systems has multiplied the amount of data being recorded about the movement of inventory in the supply chain. However, this online information requires much off-line manipulation in order for it to be meaningful to managers. In addition, these data are based on physical structures and business models that evolve over time, and thus inevitably a gap opens between the virtual enterprise and reality. Despite the benefits of inventory visibility and expenditure control afforded by ERP systems, managers still require data from other, nonintegrated systems. In this chapter the authors present their research on decision-making support in two manufacturing organisations, with the objective of understanding how these integrated applications support the manager in achieving his or her goals.

scholarly journals The impact of enterprise systems in management decision making

2012 ◽  
Vol 1 (1) ◽  
pp. 68-72
Author(s):  
Muthuvelayutham C ◽  
Sugantha lakshm T
Keyword(s):  
Decision Making ◽  
Enterprise Resource Planning ◽  
Local Level ◽  
Resource Planning ◽  
Management Control ◽  
Point Of View ◽  
Management Decision ◽  
Erp Systems ◽  
Erp System ◽  
The Impact

An Enterprise Resource Planning (ERP) system is composed of a basic transactional system and a management control system. Sammon et al. (2003) describesthese 2 components of ERP systems as the solution to “operational” integration problems and “informational” requirements of managers. Thus, the extreme standardisation of business process inherent in ERP systems creates huge volumes of data without providing a clue for how to exploit it and may therefore not beneficial from a decision-making point of view. In this paper, decision-making theory and models are reviewed, focusing on how an ERP implementation might impact on these constructs. This paper is an analysis about centralisation of decision making in an organisation and its impact on performance at a local level.

scholarly journals Factors Affecting the Cloud ERP: A Case Study of Learning Resources Department at Jordanian Education Ministry

2020 ◽  
Vol 2 (4) ◽  
pp. 101-122
Author(s):  
Hasan Alhanatleh ◽  
Murat Akkaya
Keyword(s):  
Decision Making ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Perceived Usefulness ◽  
Equation Modeling ◽  
Erp Systems ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Erp System ◽  
Tam Model

Enterprise resource planning (ERP) systems have been used by organizations for a years, whereas, Cloud ERP systems gained audience few years ago both from practitioners and academicians. As such there is a migration from the traditional ERP to Cloud ERP system, and employees in most organizations are accustomed to the traditional ERP system. In order to improve the efficiency and effectiveness of Cloud ERP system use in the operation stage. Organizations need to research the factors that have impact on users’ satisfaction and managerial decision making. There is a great deal of prior studies that measured users' adoption of ERP systems using a technological acceptance model (TAM). Thus, this study also utilized TAM model in examining the factors that influence users’ adoption of Cloud ERP systems. To get maximum value of the validity and reliability of the findings, the study was conducted in two folds which are pre- implementation and post-implementation. In addition to, a structural equation modeling was employed to reach the findings. Finally, the study identified technology factor, employee factor, perceived usefulness and perceived ease of use as important variables for affecting Cloud ERP adoption; and as important antecedents influencing managerial decision making. This study comes to be the first study to employ TAM model in Cloud ERP area in two waves: pre-post implementation phases. Interestingly, the relationships between the variables in pre and post-implementation do not differ significantly. JEL Code: M15.

scholarly journals Integrated Neuronal Network in ERP for Management Decision Making

2019 ◽  
Vol 1 (1) ◽  
pp. 206-212
Author(s):  
Anca Victoria Țîrlea ◽  
Claudiu Vasile Kifor ◽  
Florin Cristian Țîrlea
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Management Decision ◽  
Erp Systems ◽  
Erp System ◽  
It Systems ◽  
Enterprise Resource Planning Systems ◽  
Car Sales ◽  
Management Decision Making ◽  
Combined Solution

AbstractEnterprise Resource Planning systems have proven to be efficient and have become a de facto standard for coordinating vital business components. However, the obvious question has arisen: if each company uses the same ERP system, what happens to the competitive aspect of the business after the implementation of the IT systems?While for some organizations, ERPs have only become a necessity for running and organizing business, others want to exploit it to exceed the performance of competitors.Consequently, ERP systems are often a combined solution between the legacies of the systems they have replaced and the model proposed by the ERP provider, resulting in systems with unique, customized features. Keeping this idea, we aim to add to the present paper elements of artificial intelligence within a module for managing car sales within an ERP.

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.

Three perspectives on evidence-based management: rank, fit, variety

2018 ◽  
Vol 56 (10) ◽  
pp. 2085-2100 ◽  
Author(s):  
Peter F. Martelli ◽  
Tuna Cem Hayirli
Keyword(s):  
Decision Making ◽  
Science And Technology Studies ◽  
Management Decision ◽  
Evidence Based ◽  
Managerial Decision ◽  
Content Type ◽  
Rigorous Research ◽  
Central Notion ◽  
Management Decision Making ◽  
Cybernetic Theory

Purpose The debate on evidence-based management (EBMgt) has reached an impasse. The persistence of meaningful critiques highlights challenges embedded in the current frameworks. The field needs to consider new conceptual paths that appreciate these critiques, but move beyond them. The paper aims to discuss this issue. Design/methodology/approach This paper unpacks the concept of finding the “best available evidence,” which remains a central notion across definitions of EBMgt. For each element, it considers relevant theory and offers recommendations, concluding with a discussion of “bestness” as interpreted across three key dynamics – rank, fit, and variety. Findings The paper reinforces that EBMgt is a social technology, and draws on cybernetic theory to argue that the “best” evidence is produced not by rank or fit, but by variety. Through variety, EBMgt more readily captures the contextual, political, and relational aspects embedded in management decision making. Research limitations/implications While systematic reviews and empirical barriers remain important, more rigorous research evidence and larger catalogues of contingency factors are themselves insufficient to solve underlying sociopolitical concerns. Likewise, current critiques could benefit from theoretical bridges that not only reinforce learning and sensemaking in real organizations, but also build on the spirit of the project and progress made towards better managerial decision making. Originality/value The distinctive contribution of this paper is to offer a new lens on EBMgt drawing from cybernetic theory and science and technology studies. By proposing the theoretical frame of variety, it offers potential to resolve the impasse between those for and against EBMgt.

Audit Sistem Informasi Menggunakan Cobit 4.1 pada PT. Erajaya Swasembada, Tbk.

2016 ◽  
Vol 6 (2) ◽  
pp. 111-124
Author(s):  
Wella Wella ◽  
Johan Setiawan
Keyword(s):  
Information And Communication Technologies ◽  
Enterprise Resource Planning ◽  
Business Processes ◽  
Resource Planning ◽  
Management Decision ◽  
Maturity Model ◽  
Control Mechanisms ◽  
Management Decision Making ◽  
Information And Communication ◽  
Communication Control

Main priority aspects of information and communication technologies is given to a control or control mechanisms, both internal and external, to ensure that the report and the decision received and generated by the management decision-making is an honest and have high integrity based on the results of the audit conducted on based systems of information and communication technology. The object of research is the PT Erajaya Swasembada, Tbk. This company was founded in 1990, running a business as a distributor of mobile phones, which have widespread outlets in various cities in Indonesia. Business processes studied include sales, purchasing, finance, and the warehouse. The system used is “Erajaya Live Application Server” version of the July-December 2012 and based ERP (Enterprise Resource Planning). The research was including a General Controls, Boundary Controls, Input Controls, Process Control, Output Controls, Database Control, Application Communication control, and Operating system controls. Data collection methods by performing interviews with the IT managerial departments, distributed questionnaires to the five respondents form of answer was “Yes”, “No” or “Do not Know”, and also observations to the PT Erajaya Swasembada, Tbk. The collected data were analyzed using techniques COBIT 4.1. The results obtained 15 audit findings. The results of maturity model formulation were known domain Plan and Organize at level 4, Acquire and Implement at level 5, Deliver and Support at level 4, Monitor and Evaluate at level 4. Index Terms - Audit, COBIT 4.1, Maturity Model.

Advantages, Limitations, and Solutions in the Use of ERP Systems

2013 ◽  
pp. 665-674
Author(s):  
Paula Serdeira Azevedo ◽  
Mário Romão ◽  
Efigénio Rebelo
Keyword(s):  
Decision Making ◽  
Enterprise Resource Planning ◽  
Hospitality Industry ◽  
Resource Planning ◽  
Erp Systems ◽  
Heterogeneous Information ◽  
Industry Sector ◽  
Information Spread ◽  
The Right

Enterprise Resource Planning (ERP) systems have emerged as solutions oriented to manage organizations’ resources in an integrated way. They allow the automation of department activities, make information available to users at the right time, and support more accurately their decision-making needs. However, although the implementation of these systems has brought considerable benefits to users, they do not cover all processes from all industries. Many organizations have recognized this limitation and consequently felt the need to implement specific solutions to their industry, sector, or line of business. From the collected case study business drivers and objectives, the authors analyze the advantages and limitations of ERP Systems in the hospitality industry in order to understand how this industry uses ERP Systems and solves the challenge of integrating information spread through several heterogeneous information systems.

A Framework for Enabling Dynamic E-Business Strategies via new Enterprise Paradigms and ERP Solutions

2013 ◽  
pp. 1561-1595 ◽  
Author(s):  
Yi Wan ◽  
Ben Clegg ◽  
Prasanta Kumar Dey
Keyword(s):  
Enterprise Resource Planning ◽  
Value Chain ◽  
Business Models ◽  
Core Competency ◽  
Resource Planning ◽  
Organizational Structures ◽  
Business Strategies ◽  
Erp Systems ◽  
Innovative Thinking ◽  
Technological Platform

In the global Internet economy, e-business as a driving force to redefine business models and operational processes is posing new challenges for traditional organizational structures and information system (IS) architectures. These are showing promises of a renewed period of innovative thinking in e-business strategies with new enterprise paradigms and different Enterprise Resource Planning (ERP) systems. In this chapter, the authors consider and investigate how dynamic e-business strategies, as the next evolutionary generation of e-business, can be realized through newly diverse enterprise structures supported by ERP, ERPII and so-called “ERPIII” solutions relying on the virtual value chain concept. Exploratory inductive multi-case studies in manufacturing and printing industries have been conducted. Additionally, it proposes a conceptual framework to discuss the adoption and governance of ERP systems within the context of three enterprise forms for enabling dynamic and collaborative e-business strategies, and particularly demonstrate how an enterprise can dynamically migrate from its current position to the patterns it desires to occupy in the future – a migration that must and will include dynamic e-business as a core competency, but that also relies heavily on ERP-based backbone and other robust technological platform and applications.

scholarly journals Emotional intelligence as a determinant of management decision-making styles

2021 ◽  
Vol 51 (3) ◽  
pp. 344-359
Author(s):  
Anatoly V. Karpov ◽  
◽  
Natalia V. Sidorova ◽  
Keyword(s):  
Decision Making ◽  
Emotional Intelligence ◽  
Diagnostic Methods ◽  
Management Decision ◽  
General Level ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Decision Making Styles ◽  
Management Decision Making ◽  
Decision Making Processes

Introduction. Nowadays, management psychology structure consists of two major fundamental lines of research – psychological theory of managerial decision-making process and researches in the sphere of emotional intelligence and its influence on management activity and organizational resilience management overall. However, still there is almost total lack of researches carried out on the border line of these directions, causing a significant deterrence of development of each of these trends. In this regard, the main purpose of this research is to identify and explain the determinative influence of emotional intelligence on the stylistic differentiation of managerial decision-making processes. Materials and methods. The first group contains diagnostic methods - self-developed methodology of management decisions' stylistic differences diagnostics and D.V. Lucine's methodology «Emotional Intelligence». The second group contains, on the one hand, traditional mathematical-statistical data-processing methods (ANOVA), and on the other hand, methods based on the structural psychological analysis methodology. It is important to note that 304 people took part in this research on its different phases Results. Statistically significant differences were obtained both in the general level of emotional intelligence and in all its components (F = 3,02-8,54 at p≤0.03). Different style groups formed a certain sequence according to the degree of decrease in the total score of emotional intelligence: a group with a realization style – 104,3 points, with an authoritarian style – 93,9 points, with a marginal style – 89,7 points, with a situational style – 87,1 points, with a conniving style – 83,7 points. At the same time, the greatest organization of the structure was found among managers with a permissive style, and the least among respondents with a dominant authoritarian style. Discussion and conclusion. Much new evidence has been presented to identify and explain a general pattern based on the significant determinant influence of emotional intelligence on management decision-making styles. The research has proved that stylistic differences in the managerial decision-making processes stem from qualitatively heterogeneous structural patterns of emotional intelligence, but not only from its local characteristics.

Examining the Influence of ERP Systems on Firm-Specific Knowledge Assets and Capabilities

2011 ◽  
pp. 167-206 ◽  
Author(s):  
Tom Butler ◽  
Aidan Pyke
Keyword(s):  
Conceptual Framework ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Erp Systems ◽  
Managerial Decision ◽  
Specific Knowledge ◽  
Global Player ◽  
Group A ◽  
Core Capabilities

There is a paucity of in-depth research on the effects that enterprise resource planning (ERP) systems have on firm-specific intangible assets, such as knowledge, and associated capabilities. Accordingly, this chapter explores the implementation of SAP in two operational units of the Boxit Group—a global player in the manufacture of chapter and packaging. Leonard-Barton’s (1995) theory of knowledge creating activities, knowledge sets, and core and non-core capabilities is employed as a conceptual framework to examine the implementation and use of SAP modules in the firm studied. The findings of this in-depth exploratory case study illustrate that the introduction of SAP-specific business routines can threaten established core, enabling and supplemental capabilities and related knowledge sets. The integration of SAP’s embedded business routines and reporting functionality contributed to the creation of (a) highly rigid reporting structures; (b) inflexible managerial decision-making routines; and (c) reduced autonomy on the factory floor in the firm studied. SAP thus endangered the firm-specific knowledge creating activities that underpinned operational core capabilities in this organization. Finally, Leonard-Barton’s conceptual framework is extended to incorporate insights into the manner in which ERP systems such as SAP affect the various aspects of organizational knowledge sets.

Sign in / Sign up

Export Citation Format

Share Document