Purpose-This paper aims to analyse expectation and reality in enterprise resource planning implementation from the consultants' and software vendors' point of view and process these further as requirements of future IT systems. Design/methodology/approach-A small-scale survey among Finnish enterprise resource planning system (ERP) software vendors and consultants on ERP implementation challenges is analysed (n ¼ 59). The results are connected to existing literature in the field of deploying ERP systems in the form of discussion. Findings-The consultants' opinions show similar results with studies conducted with companies using ERP systems. The implementer's point of view shows clearly the challenge of using standardized ERP packages for various requirements on different levels. Although the sales presentations tend to emphasize the general purpose and flexibility of software packages, the dilemma between customization and vanilla system remains. The implementer's viewpoint emphasises challenges in operations: production planning, materials management, sales and marketing. Research limitations/implications-The complexities of large ERP systems represent a true challenge from the knowledge transfer point of view. Standardized ERP packages implement standardized approaches, which has been a key benefit. The results show that the challenges are related to production planning and materials management. Practical implications-Software vendors and consultants have a thorough knowledge of ERP implementation, but still the key challenges remain much the same. ERP project deployment requires careful planning with regard to the change management aspects, but also IT related technical aspects. The paper presents a checklist for matching the ERP system with the specific requirements of the company. Originality/value-The results of the survey triangulate and justify many aspects found in previous research. From the consultants' point of view developments in production planning and complex products are especially needed. Initial solutions and further research are outlined.

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Purpose-The purpose of this paper is to identify the past and present practices, and the future roles of performance measurement in the Thai public sector. It is part of a transformation effort initiated by the Office of the Public Sector Development Commission (OPDC) on m-government-more mobile, responsive, and flexible government. The paper also aims to identify possible roadblocks from successfully integrating performance measurement into a management process. Design/methodology/approach-In-depth interviews with 12 executives and top administrators from private firms and public agencies, and document reviews are performed. The analysis on the participants' opinions is based on the applications of the grounded theory. The interview's findings are verified with document reviews. The roadblocks are identified and substantiated by two experts. Findings-For past and present practices, performance measurement is part of management tool and responsibility, a quality management system, and a learning organization. Its future viewpoints include a driver towards good governance, transparency, and accountability, and a success factor of performance audit and organizational competency/capability. Four important roadblocks in implementing performance measurement in an organization relate to staff empowerment, budgeting, external knowledge, and linkage with software usages. Practical implications-The findings provide important information into the OPDC's planning process on its m-government transformation initiative. Originality/value-The paper attempts to blend knowledge on performance measurement from both the private and public sectors. It highlights the greater roles and expectations on performance measurement in an organization.

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This research is on external knowledge or knowledge to be transferred from an external source. It focuses on identifying technical knowledge subjects for Small-and Medium-sized Enterprises (SMEs) operating in the automotive industry. Five considerably successful SMEs participated in the research. Top executives from these SMEs and staff from the Department of Industrial Promotion (DIP) under the Ministry of Industry, Thailand and Thailand Productivity Institute (TPI) took part in the interviews and discussions. Twenty external knowledge subjects transferred to participating SMEs over the span of three organisational life-cycle stages: start-up, growth and maturity. The aims of external knowledge are to minimise process variations, improve performance levels and sustain improvement in the three stages. In addition, it appears that gurus (as a transferring agent) are widely used during the start-up stage, while there are more roles from coaches and mentors when moving towards the maturity stage. The findings and interpretations are useful to SMEs and relevant public agencies. Finally, the limitations and shortcomings are discussed.