Integrating Enterprise Systems

2010 ◽  
pp. 2086-2090
Author(s):  
Mark I. Hwang
Keyword(s):  
Enterprise Resource Planning ◽  
Success Factors ◽  
Empirical Studies ◽  
Enterprise Systems ◽  
Resource Planning ◽  
Special Focus ◽  
Business Units ◽  
Multiple Copies ◽  
Free Flow Of Information ◽  
Relationships Management

In the last two decades many organizations installed enterprise resource planning (ERP) systems as a means to integrate their back-office operations. The need for integration, however, actually amplified with the advent of ERP. In addition to integrating ERP with legacy systems, consolidating multiple copies of ERP running in different business units posed major challenges. Moreover, recent strategic initiatives such as customer relationships management (CRM), supply chain management (SCM), business to consumer (B2C), and business to business (B2B) all require a free flow of information between ERP and other enterprise systems to be successful. It is, therefore, more critical than ever to plan for and implement integration projects involving ERP properly. Hwang (2005) describes the need for integrating enterprise systems in detail. He also discusses several success factors cited in practitioner journals. Since then a handful of empirical studies have been published in the scholarly literature. This article provides a review of those studies with a special focus on the success factors. A consolidated list of success factors is developed for practitioners. Promising research directions are discussed.

Integrating Enterprise Systems

2011 ◽  
pp. 1657-1662
Author(s):  
Mark I. Hwang
Keyword(s):  
Enterprise Resource Planning ◽  
Success Factors ◽  
Empirical Studies ◽  
Enterprise Systems ◽  
Resource Planning ◽  
Special Focus ◽  
Business Units ◽  
Multiple Copies ◽  
Free Flow Of Information ◽  
Relationships Management

In the last two decades many organizations installed enterprise resource planning (ERP) systems as a means to integrate their back-office operations. The need for integration, however, actually amplified with the advent of ERP. In addition to integrating ERP with legacy systems, consolidating multiple copies of ERP running in different business units posed major challenges. Moreover, recent strategic initiatives such as customer relationships management (CRM), supply chain management (SCM), business to consumer (B2C), and business to business (B2B) all require a free flow of information between ERP and other enterprise systems to be successful. It is, therefore, more critical than ever to plan for and implement integration projects involving ERP properly. Hwang (2005) describes the need for integrating enterprise systems in detail. He also discusses several success factors cited in practitioner journals. Since then a handful of empirical studies have been published in the scholarly literature. This article provides a review of those studies with a special focus on the success factors. A consolidated list of success factors is developed for practitioners. Promising research directions are discussed.

Integrating Enterprise Systems

2010 ◽  
pp. 463-469
Author(s):  
Mark I. Hwang
Keyword(s):  
Enterprise Resource Planning ◽  
Success Factors ◽  
Empirical Studies ◽  
Enterprise Systems ◽  
Resource Planning ◽  
Special Focus ◽  
Business Units ◽  
Multiple Copies ◽  
Free Flow Of Information ◽  
Relationships Management

In the last two decades many organizations installed enterprise resource planning (ERP) systems as a means to integrate their back-office operations. The need for integration, however, actually amplified with the advent of ERP. In addition to integrating ERP with legacy systems, consolidating multiple copies of ERP running in different business units posed major challenges. Moreover, recent strategic initiatives such as customer relationships management (CRM), supply chain management (SCM), business to consumer (B2C), and business to business (B2B) all require a free flow of information between ERP and other enterprise systems to be successful. It is, therefore, more critical than ever to plan for and implement integration projects involving ERP properly. Hwang (2005) describes the need for integrating enterprise systems in detail. He also discusses several success factors cited in practitioner journals. Since then a handful of empirical studies have been published in the scholarly literature. This article provides a review of those studies with a special focus on the success factors. A consolidated list of success factors is developed for practitioners. Promising research directions are discussed.

Enterprise Resource Planning and Systems Integration

2005 ◽  
pp. 1083-1088 ◽  
Author(s):  
Mark I. Hwang
Keyword(s):  
Enterprise Resource Planning ◽  
Success Factors ◽  
Systems Integration ◽  
Resource Planning ◽  
Growth Strategy ◽  
Erp Systems ◽  
Accounts Payable ◽  
Multiple Copies ◽  
Erp Software ◽  
Back Office

Systems integration has been an important topic ever since businesses started using mainframes to run their back-office operations. These systems specialized in common tasks found in functional areas such as accounts receivable and accounts payable, inventory, purchasing, and ordering. However, getting information from these fragmented systems to get a whole picture view of the business was extremely difficult if not impossible. By integrating back-office operations into a single system, enterprise resource planning (ERP) was supposed to solve that problem. In reality, however, very few companies fully implement all the modules of an ERP package and most continue to rely on legacy systems and other specialized software for their processing needs Integration of ERP with various enterprise applications remains a challenge. Moreover, it is not uncommon to have ERP software from different vendors or multiple copies of ERP software from the same vendor running in the same company. Integrating multiple instances of ERP software will be the predominant ERP project in most large corporations in the next half decade. Finally, many companies pursue merger and acquisition as a major growth strategy. A critical task in merging two companies nowadays involves integrating their ERP systems. This paper addresses these integration issues involving ERP systems. Common tools for integration and success factors for integration projects are discussed.

scholarly journals The Critical Success Factors Of The ERP System Project: A Meta-Analysis Methodology

2014 ◽  
Vol 30 (5) ◽  
pp. 1407 ◽  
Author(s):  
Abdesamad Zouine ◽  
Pierre Fenies
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Meta Analysis ◽  
Resource Planning ◽  
Measurement Scale ◽  
Complex Nature ◽  
Erp System ◽  
Critical Success ◽  
Analysis Methodology

Many articles have been written on enterprise resource planning success in the last two decades in both the public and private sector. An important number of empirical studies attempt to delineate the steps of ERP project integration and their specificities. These research works can be divided into two principal phases: the implementation and the post-implementation. The complex nature of the ERP system and its implementation stages lead us to investigate about the critical success factors mentioned in both phases of integration. Recently, several studies have tried to assess the success of ERP system and highlight the CSFs based on some theoretical models. This study uses a meta-analysis methodology to highlight the principal factors leading to ERP success, and it evaluates the weight of CSFs in the process of implementing the ERP project. Based on the best studies published in the last years about ERP success, we conduct this research to determine the most important factors highly correlated with the ERP success. Eleven CSFs are identified in our meta-analysis and classified according to their significant importance based on the correlation coefficients finding in 32 articles focus only on the ERP system. Some criteria were selected to choose studies such as: Sample size, the availability of correlation coefficient finding (quantitative empirical data), the availability of reliable constructs (Cronbachs alpha), and the measurement scale of each factor.

How is process mining technology used by organizations? A systematic literature review of empirical studies

2018 ◽  
Vol 24 (4) ◽  
pp. 900-922 ◽  
Author(s):  
Malte Thiede ◽  
Daniel Fuerstenau ◽  
Ana Paula Bezerra Barquet
Keyword(s):  
Literature Review ◽  
Systematic Literature Review ◽  
Enterprise Resource Planning ◽  
Process Mining ◽  
Empirical Studies ◽  
Resource Planning ◽  
Classification Model ◽  
Organizational Process ◽  
Content Type ◽  
Cross System

Purpose The purpose of this paper is to review empirical studies on process mining in order to understand its use by organizations. The paper further aims to outline future research opportunities. Design/methodology/approach The authors propose a classification model that combines core conceptual elements of process mining with prior models from technology classification from the enterprise resource planning and business intelligence field. The model incorporates an organizational usage, a system-orientation and service nature, adding a focus on physical services. The application is based on a systematic literature review of 144 research papers. Findings The results show that, thus far, the literature has been chiefly concerned with realization of single business process management systems in single organizations. The authors conclude that cross-system or cross-organizational process mining is underrepresented in the ISR, as is the analysis of physical services. Practical implications Process mining researchers have paid little attention to utilizing complex use cases and mining mixed physical-digital services. Practitioners should work closely with academics to overcome these knowledge gaps. Only then will process mining be on the cusp of becoming a technology that allows new insights into customer processes by supplying business operations with valuable and detailed information. Originality/value Despite the scientific interest in process mining, particularly scant attention has been given by researchers to investigating its use in relatively complex scenarios, e.g., cross-system and cross-organizational process mining. Furthermore, coverage on the use of process mining from a service perspective is limited, which fails to reflect the marketing and business context of most contemporary organizations, wherein the importance of such scenarios is widely acknowledged. The small number of studies encountered may be due to a lack of knowledge about the potential of such scenarios as well as successful examples, a situation the authors seek to remedy with this study.

Firm Performance Effects in Relation to the Implementation and Use of Enterprise Resource Planning Systems

2004 ◽  
Vol 18 (2) ◽  
pp. 79-105 ◽  
Author(s):  
Andreas I. Nicolaou
Keyword(s):  
Financial Performance ◽  
Enterprise Resource Planning ◽  
Enterprise Systems ◽  
Resource Planning ◽  
Planning System ◽  
Future Research ◽  
Control Group ◽  
Planning Systems ◽  
Research Issues ◽  
Performance Effects

Research indicates that successful adoption of information technology to support business strategy can help organizations gain superior financial performance. The recent wave of enterprise-wide resource planning systems adoptions is a significant commitment of resources and may affect almost all business processes. This study examines the effect of adoption of enterprise systems on a firm's long-term financial performance. A large-scale data identification and collection method compared the financial data of 247 firms adopting enterprise wide systems with a matched control group of firms cross-sectionally and longitudinally before and after adoption. A number of implementation characteristics were also measured and their effects assessed. The results show that firms adopting enterprise systems exhibit higher differential performance only after two years of continued use. Furthermore, controlling for implementation characteristics as vendor choice, implementation goal, modules implemented, and implementation time period, helped explain the financial performance effects of enterprise resource planning system use. These results provide important insights that complement extant research findings and also raise future research issues.

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