Mobile Technologies Extending ERP Systems

Human Resource ◽

Business Processes ◽

Wide Spectrum ◽

Resource Planning ◽

Mobile Technologies ◽

Erp Systems ◽

Erp Software

Nowadays the majority of enterprises use Enterprise Resource Planning (ERP) software to improve their business processes. Simultaneously, mobile technologies which can be used within ERP have gained further importance. This is because ERP, together with mobile technologies, offers a wide spectrum of synergies and both have a significant impact on enterprise efficiency. The improvement possibilities in ERP due to mobility range from sales activities, over logistic processes, up to effects on the human resource management.

ERP Systems Impact on Organizations

ERP & Data Warehousing in Organizations ◽

10.4018/978-1-93177-749-0.ch001 ◽

2003 ◽

pp. 1-21 ◽

Cited By ~ 3

Author(s):

Jonas Hedman ◽

Andreas Borell

Keyword(s):

Resource Management ◽

Human Resource ◽

Organizational Effectiveness ◽

Resource Planning ◽

Competing Values ◽

Erp Systems ◽

Organizational Flexibility ◽

The Impact

Enterprise Resource Planning (ERP) systems are in most cases implemented to improve organizational effectiveness. Current research makes it difficult to conclude how organizations may be affected by implementing ERP systems. This chapter addresses this issue by presenting an artifact evaluation of ERP systems. The evaluation is based on the Competing Values Model (Quinn & Rohrbaugh, 1981; Rohrbaugh, 1981). The evaluation shows that ERP systems support effectiveness criteria, related to internal and rational goals of organizations. The evaluation also points out weaknesses in ERP systems, especially in areas related to human resource management and organizational flexibility. The result of the evaluation is used to discuss the impact of ERP systems on organizations and is presented as a series of hypotheses.

Competence Management for Business Integration

Adaptive Technologies and Business Integration ◽

10.4018/978-1-59904-048-6.ch005 ◽

2007 ◽

pp. 104-117

Author(s):

R. Houe

Keyword(s):

Resource Management ◽

Human Resource ◽

Manufacturing Process ◽

Resource Planning ◽

Management Model ◽

Erp Systems ◽

Competence Management

Business integration requires that each partner can guarantee not only the quality of its products, but also the qualification and competence of its workforce. Usual models, like those included in the Human Resource Management modules of Enterprise Resource Planning (ERP) systems, are not sufficient in highly constrained domains like aeronautics. We show in this chapter how a generic competence management model has had to be modified and enlarged to satisfy such constraints. On the base of this model, software has been developed that is currently being implemented in three sites belonging to two companies. We shall show how such software may allow, on one hand, to guarantee that only competent people have been involved in the various steps of the manufacturing process, but also to improve the way operational competences are managed in the company.

Implementation of ERP in Human Resource Management

Information Resources Management ◽

10.4018/978-1-61520-965-1.ch404 ◽

2010 ◽

pp. 987-995

Author(s):

Zhang Li ◽

Wang Dan ◽

Chang Lei

Keyword(s):

Resource Management ◽

Competitive Advantage ◽

Human Resource ◽

Resource Planning ◽

Development Stage ◽

Erp Systems ◽

Compensation Management ◽

Manufacturing Resource Planning ◽

Function Modules

In 1999, Peter Drucker said: “A new Information Revolution is well under way. It is not a revolution in technology, machinery, techniques, software or speed. It is a revolution in concepts.” As a result of information technology (IT) innovation and reorganization, enterprise resource planning (ERP) was proposed by the Gartner Group in the early 1990s. It is a successor to manufacturing resource planning (MRP II) and attempts to unify all departmental systems together into a single, integrated software program that runs off a single database so that the various departments can more easily share information and communicate with each other (Koch, 2002). Over 60% of the U.S Fortune 500 had adopted ERP by 2000 (Kumar, & Hillegersberg, 2000; Siau, 2004), and it was projected that organizations’ total spending on ERP adoptions was an estimated $72.63 billion in 2002 (Al-Marshari, 2002). Many scholars have recognized the importance of people in organizations, and this viewpoint is the central focus of the human resource management (HRM) perspective (Pfeffer, 1995). In this perspective, HRM has the potential to be one of the key components of overall enterprise strategy. Additionally, HRM may provide significant competitive advantage opportunities when they are used to create a unique (i.e., difficult to imitate) organizational culture that institutionalizes organizational competencies throughout the organization (Bowen & Ostroff, 2004). Typically, an ERP system supports HRM, operation and logistics, finance, and sales and marketing functions (Davenport, 1998) (see Figure 1). But the early development stage of ERP in enterprises was all along with the center of production and sales course. Until recently, research has empirically supported the positive relationship between corporate financial performance and HRM function, and managers have also realized that HRM can deliver organizational excellence and competitive advantage for enterprises (Boudreau & Ramstad, 1997; Huselid, 1995; Wright, McMahan, Snell, & Gerhart, 2001). The HRM module was introduced into ERP, forming a highly integrated and efficient resource system with the other function modules of ERP. However, there are still many HRM-related problems that may result in the failure of ERP projects arising. So, there have been regular appeals to scholars for more research about the implementation of ERP systems in the HRM perspective in the last few years (Barrett & Mayson, 2006). This article introduces the functions of an HRM module in ERP systems from the fields of human resource planning, recruitment management, training management, time management, performance management, compensation management, and business trip arrangement. Then it analyzes five HRM-related problems that may block the enterprises from implementing ERP successfully, and it provides reasonable recommendations. Finally, the article discusses future trends and suggests emerging research opportunities within the domain of the topic.

Implementation of ERP in Human Resource Management

Encyclopedia of Information Science and Technology, Second Edition ◽

10.4018/978-1-60566-026-4.ch292 ◽

2010 ◽

pp. 1856-1862

Author(s):

Zhang Li ◽

Wang Dan ◽

Chang Lei

Keyword(s):

Resource Management ◽

Competitive Advantage ◽

Human Resource ◽

Resource Planning ◽

Development Stage ◽

Erp Systems ◽

Compensation Management ◽

Manufacturing Resource Planning ◽

Function Modules

In 1999, Peter Drucker said: “A new Information Revolution is well under way. It is not a revolution in technology, machinery, techniques, software or speed. It is a revolution in concepts.” As a result of information technology (IT) innovation and reorganization, enterprise resource planning (ERP) was proposed by the Gartner Group in the early 1990s. It is a successor to manufacturing resource planning (MRP II) and attempts to unify all departmental systems together into a single, integrated software program that runs off a single database so that the various departments can more easily share information and communicate with each other (Koch, 2002). Over 60% of the U.S Fortune 500 had adopted ERP by 2000 (Kumar, & Hillegersberg, 2000; Siau, 2004), and it was projected that organizations’ total spending on ERP adoptions was an estimated $72.63 billion in 2002 (Al-Marshari, 2002). Many scholars have recognized the importance of people in organizations, and this viewpoint is the central focus of the human resource management (HRM) perspective (Pfeffer, 1995). In this perspective, HRM has the potential to be one of the key components of overall enterprise strategy. Additionally, HRM may provide significant competitive advantage opportunities when they are used to create a unique (i.e., difficult to imitate) organizational culture that institutionalizes organizational competencies throughout the organization (Bowen & Ostroff, 2004). Typically, an ERP system supports HRM, operation and logistics, finance, and sales and marketing functions (Davenport, 1998) (see Figure 1). But the early development stage of ERP in enterprises was all along with the center of production and sales course. Until recently, research has empirically supported the positive relationship between corporate financial performance and HRM function, and managers have also realized that HRM can deliver organizational excellence and competitive advantage for enterprises (Boudreau & Ramstad, 1997; Huselid, 1995; Wright, McMahan, Snell, & Gerhart, 2001). The HRM module was introduced into ERP, forming a highly integrated and efficient resource system with the other function modules of ERP. However, there are still many HRM-related problems that may result in the failure of ERP projects arising. So, there have been regular appeals to scholars for more research about the implementation of ERP systems in the HRM perspective in the last few years (Barrett & Mayson, 2006). This article introduces the functions of an HRM module in ERP systems from the fields of human resource planning, recruitment management, training management, time management, performance management, compensation management, and business trip arrangement. Then it analyzes five HRM-related problems that may block the enterprises from implementing ERP successfully, and it provides reasonable recommendations. Finally, the article discusses future trends and suggests emerging research opportunities within the domain of the topic.

ERP Adoption in Indian Organizations

Encyclopedia of Information Science and Technology, First Edition ◽

10.4018/978-1-59140-553-5.ch194 ◽

2005 ◽

pp. 1102-1107

Author(s):

Monideepa Tarafdar

Keyword(s):

Inventory Management ◽

Business Processes ◽

Resource Planning ◽

Social Contexts ◽

Erp Systems ◽

It Use ◽

Manufacturing Resource Planning ◽

Wide Availability ◽

Erp Software

Enterprise resource planning (ERP) systems integrate various functions and processes in organizations. ERP software is developed in the form of different modules, each of which helps to perform distinct functions within the company. The modules interface with the same database and are integrated so that workflows can be designed across different modules. The software helps standardize business processes and ensures organization-wide availability of transaction data. ERP software evolved from earlier manufacturing resource planning (MRP) systems, which included inventory management, procurement and production planning functions. The implementation of ERP software started in the early 1990s and during the late 1990s, the growth rate of the ERP market was between 30 to 40%. As of 2001, 30,000 companies around the world had implemented ERP and the total value of the ERP market was at $25 billion. There is not much literature relating to ERP implementation and adoption in companies in Asia and other parts of the developing world. These organizations face issues that are significantly different from those faced by organizations in the developed world, because of differences in the sophistication of IT use, and in the cultural and social contexts. In this article, we describe some experiences that companies in India have gone through in implementing ERP systems. We present a framework for analyzing the critical factors and issues that influence the ERP adoption process, and highlight the areas of opportunity and risk. The framework is sufficiently general so as to be extended to other developing countries.

ERP and the Best-of-Breed Alternative

Encyclopedia of Information Science and Technology, Second Edition ◽

10.4018/978-1-60566-026-4.ch224 ◽

2011 ◽

pp. 1420-1425

Author(s):

Joseph Bradley

Keyword(s):

Information Needs ◽

Business Processes ◽

Resource Planning ◽

Software Systems ◽

Erp Systems ◽

Erp System ◽

Business Press ◽

Single Vendor ◽

Erp Software

Enterprise resource planning (ERP) systems are off-theshelf software systems that claim to meet the information needs of organizations. These systems are usually adopted to replace hard-to-maintain legacy systems developed by IS departments or older off-the-shelf packages that often provided only piecemeal solutions to the organization’s information needs. ERP systems evolved in the 1990s from material requirements planning (MRP) systems developed in the 1970s and manufacturing resources planning (MRPII) systems developed in the 1980s. ERP systems serve the entire organization, not just material or manufacturing planning. One advantage of ERP is that it integrates all the information for the entire organization into a single database. Implementation of ERP systems has proven expensive and time consuming. Failed and abandoned projects have been well publicized in the business press. ERP systems are “expensive and difficult to implement, often imposing their own logic on a company’s strategy and existing culture” (Pozzebon, 2000, p. 105). Most firms utilize a single software vendor for the complete ERP system throughout their organizations. The integrated nature of ERP software favors this single-vendor approach. An alternative strategy adopted by some firms is the best-of-breed approach, where the adopting organization picks and chooses ERP functional modules from the vendor whose software best supports its business processes. Organizations adopting best of breed believe that this approach will create a better fit with existing or required business processes, reduce or eliminate the need to customize a single-vendor solution, and reduce user resistance. Jones and Young (2006) found that 18% of companies used this approach to select ERP software packages. This article examines what the best-of-breed strategy is, when it is used, what advantage adopting companies seek, examples of best-of-breed implementations, and differences in implementation methods.

Integrating ERP into the Curriculum

Encyclopedia of Information Technology Curriculum Integration ◽

10.4018/978-1-59904-881-9.ch072 ◽

2011 ◽

pp. 436-440 ◽

Cited By ~ 1

Author(s):

Jaideep Motwani ◽

Asli Yagmur Akbulut

Keyword(s):

Business School ◽

Business Processes ◽

Resource Planning ◽

School Curriculum ◽

Structure Characteristic ◽

Erp Systems ◽

Software Products ◽

Erp Software ◽

School Curricula

In today’s dynamic business environment; customer needs, competition, globalization, and technology have combined to produce a powerful effect on the process of delivering goods and services to the marketplace. According to Closs and Stank (1999, p. 59), businesses have abandoned the “vertical, functional organizational structure characteristic of traditional procurement, manufacturing and physical distribution operation in favor of a more horizontal, cross-functional structure that permits integration of knowledge across functional areas.” Enterprise resource planning (ERP) systems, by their multidimensional, integrative, and normative nature, offer the depth of functionality and breadth of integration required for managing global operations of business organizations. Hammer (1999) concludes that the use of ERP software forces firms to become integrated enterprises that demand strong understanding of key business processes and very high level of teamwork. The effectiveness of ERP systems as an integrating mechanism in businesses suggests that ERP software can be used as an integrating mechanism in business school curricula, too. As a result, an increasing number of universities have attempted or are planning to incorporate popular enterprise system software products such as SAP R/3 into the business school curricula (Bradford, Vijayaraman, & Chandra, 2003; Corbitt & Mensching, 2000; Johnson, Lorents, Morgan, & Ozmun, 2004). This article attempts to provide a proactive approach to implementing ERP systems into a business school curriculum.