If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate the external and internal factors that contribute to assimilation of enterprise resource planning (ERP) system in the organization through the processes of adapting, routinizing and institutionalization of technology. Design/methodology/approach -This research follows qualitative interpretive approach. The results produced in this paper are based on thematic analysis of responses from open-ended interviews with ERP stakeholders in large size Australian organizations. The research findings have been further triangulated with surveys and content analysis.Findings -This research is still in progress; therefore, this paper presents the results of the field study conducted so far along with the instrument used to collect data. This instrument consists of a list of selected questions based on the thorough review of current information systems literature. However, the major finding of this study, thus far, is that the ERP implementation is a process of aligning technology with organizational, social, cultural, economic, technical, and other organizational environmental institutions.Research limitations/implications -The major research limitation of this study is that it is still in progress, therefore, the results reported in this paper are emergent and not complete. Another limitation of this paper is that it is Australian specific; therefore, the generalizability of the results in other settings cannot be ascertained. Nevertheless, this research contributes to the ERP implementation literature by applying a stage-based model which takes into account the pre-implementation, implementation and post-implementation stages of ERP assimilation into an integrated structure. Practical implications -This research concludes that ERP assimilation is characterized and shaped by mutual interactions of various organizational, social, cultural, environmental, and other institutional factors. The research framework developed in this study may be mastered as a decision-making tool by business manager to guide the organization through various stages of ERP institutionalization. Originality/value -Institutionalization of ERP technologies is a recent...

In contemporary business organizations, technology provides the foundation around which organizations evolve and mature. It not only aids organizations in enabling strategic business objectives through automation of operations, but with their information processing and decision support capabilities, these technologies also aid in business planning and management. Thus, the scope of these technologies extends from strategic enablers to strategic advisors. The literature suggests various perspectives on the role of technology in organization, i.e., techno-centric, humancentric, and technology institutionalisation. This paper aims to look at technology lifecycle process, through the lens of technology institutionalisation perspective. According to the institutional view and theories, there are various sub institutions operating in a broader environment of organization, such as organizational culture, social structure, and competitive environment. The organization thrives on the mutual interactions of these sub institutions and establishes its legitimacy. When technology becomes institutionalised, it is taken for granted by its users within the organization. This means that they are comfortable with technology and can employ its features effectively in their routine activities without requiring functional consultant or coach support. Moreover, an overview of literature on technology deinstitutionalisation and institutional change is presented in this paper which aims to study how old technologies of the organization and legacy systems are changed and replaced with new ones.

Globalization has demanded innovative manufacturing and continuous improvement in order to stay competitive. This need has compelled the manufacturing world to devise strategies for producing cost-efficient parts without compromising quality. The Toyota Production System was at the beginning of such initiatives. It was successful in addressing cost through elimination of non-value-added time and quality by monitoring and controlling the productions of defective parts. Lean thinking originated from the Toyota Production System and inherited its concepts and methodology. In contrast to the Toyota Production System, the implementation of lean has been proposed in almost every domain of life. In the manufacturing domain it is a common misconception that lean is suitable for mass production only. This research has been built upon the belief that lean is for everything and has challenged this stereotype by implementing it within a job shop environment. A manufacturing industry was selected that was rebuilding battlefield tanks. The existing system was suffering delays and missing delivery targets due to uncertain and costly production. The proposed and existing systems were modeled and simulated using Arena 10.0 software. This work was successful in reducing the manufacturing-led time, work in process inventory and average cycle times with a reduction in cost and space utilization. Cost benefit analysis was performed showing that the proposed system would be beneficial after 1500 parts. We are further expanding our proposed approach towards the tool manufacturing shop in order to study the impact of lean and its suitability for scheduling in job shops.

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