Purpose – The purpose of this paper is to identify the existence of studies, by exploring the current literatures, on interaction among actors in Enterprise Resource Planning (ERP) implementation. Design/methodology/approach – A new classification framework is offered, along with the two dimensions of ERP implementation: determinants and outcomes, to provide four types of research classes. Hundreds of articles were searched by using keywords from journal data bases. The selected articles were grouped based on the new classification of ERP implementation, followed by an in-depth analysis by using the Context, Intervention, Mechanism, Outcomes logic and the system of systems methodologies (SOSM) framework. Findings – The interactions among actors in ERP implementation have been overlooked, although there is almost always disagreements, misperceptions, and conflicts. Managing the interactions among actors is considered important because common failures in ERP implementation are often caused by mismanaged interactions among the key actors. Unfortunately, the existing research has so far shown a small effort to study how the actors’ interactions are managed. Research limitations/implications – One key limitation of this research is that the number of actor-related articles is lesser than the factor-related articles. Further research should be conducted to explain how to manage the interactions among the actors in each stage of ERP implementation. Practical implications – A guidance to prepare the entire organization prior to the ERP implementation to seriously consider the typical conflict among actors on each stage of ERP implementation and its causal factors and how to resolve them. Social implications – The importance of understanding typical conflict among actors, its causal factors, and how to resolve them can be extended to other projects or social phenomenon. Originality/value – This proposed framework is new to the ERP literature and serves to identify and expand further research on actors’ interactions to improve the success of ERP implementation. This is the first research to identify the interactions among actors in ERP implementation by using a clearly structured methodological approach, which is conducted by critically reviewing the ERP implementation literature.
Batik industry constitute of one of 14 classified creative industries in Indonesia. As part of creative industry, batik design and the batik product is possible continuously develop. In this research, we focus on Batik Industrial Cluster in central Java, Solo. This research aim is to model value co-creation process and value orchestration platform as a hierarchical service by using service science perspective. We argue value orchestration management strategies to promote Solo as batik industrial clusters to world favourite tourist destination. To achieve it, we first examine and express the situation from batik industrial cluster in Solo by using qualitative approach. Then, we analyze a process model of value co-creation consisting of four phases, i.e., co-experience, co-definition, co-elevation and co-development. The model describes interactive relationship among stakeholders in Batik industrial cluster by involving value co-creation process to supporting such collaboration. Finally, we apply three management strategies of value orchestration platform for orchestrating value co-creation process, i.e., involvement, curation and empowerment strategies.
This study diagnoses the issues of viability existed in the depth of Batik Solo industrial cluster. Viable System Model (VSM) in practice would assist the viability investigation process, prescribe, and facilitate the agreed improvements from operation division to policy management as the highest level of the system. Rather than focusing only on the internal factors, as an entrepreneurial system, batik Solo industrial cluster has to gain deeper insight from the external aspects like consumer and market. This study also employs the concept of value co-creation from service science perspective to compliment the powerful internal assessment of the system by VSM with the external one by using a positive collaborative innovation with customers as a third dimension. The concept encourages entrepreneurial system to weight more on the role of customers as the crucial element determining business future performance. The finding is a mapping model of the industry, the roles, and the improvement from viable value co-creation point of view which consist of five functional and complete working organs: (1) operation, (2) coordination, (3) integration, (4) intelligent, and (5) brain. The operation represents the executive systems: firms (Kauman batik cluster, Laweyan batik cluster, Solo traditional market, and travel agencies), research and financial institution (Canting Kakung Community and Bank of Central Java), and university (Universitas Negeri Sebelas Maret and Batik University). The coordination is a mutual assistance of the convergent understanding among operation systems: Batik Surakarta Entrepreneur Union (PPBS), Laweyan Batik Village Development Forum (FPKBL), and Kauman Batik Tourism Village Association (PKWBK). The rest organs are focused on the government from Culture and Tourism Office of Surakarta as the integration, Local Government of Surakarta as the intelligence, and Ministry of Tourism and Creative Economy as the brain. The integration of the system also employed Cooperation and Small and Micro Enterprise Office of Surakarta and Industry and Trade Office of Surakarta. The dominant and overlapping function of government from different layers caused a bottle-necking in the connecting structure of batik Solo industrial cluster as an entrepreneurial system.
The recent development of cross-functional project initiatives and implementation of remote technology applications is changing the leader and team member working environment that influences their interaction and collaboration with other teams/customers/stakeholders/ providers/any related parties to compete in the rising digitalization and VUCA (volatility, uncertainty, complexity, and ambiguity) situation. This research wants to dissect how the influence of hybrid workplace leadership capabilities on the awareness, understanding, and learning agility of cross-functional project team members to foster team perception alignment and achieve strengthened collaboration. Researcher dissects individual team members' mental processes (awareness of the intended purpose, understanding of self-others, and learning agility) that connect leadership capability and team perception alignment to enhance collaboration during hybrid workplace implementation. This study is a quantitative research methodology, collecting data through a questionnaire survey and then analyzing data from 99 respondents using Partial Least Squares Structural Equations Model (PLS-SEM). Based on the result of this study, hybrid workplace leadership impacts the awareness of purpose. Then awareness affects the understanding of self and others, and both affect the learning agility of each team member, which influences the alignment of perceptions in the work team. This alignment of perceptions contributes to the collaboration process with other teams/organizations.
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