Enterprise resource planning survey of Swedish manufacturing firms

Olhager, Jan; Selldin, Erik

doi:10.1016/s0377-2217(02)00555-6

Cited by 182 publications

(122 citation statements)

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“…Mabert et al, 2003) and nationality (e.g. Olhager & Selldin, 2003), production strategy has been neglected (Aslan et al, 2012). Indeed, Aslan et al's (2012) literature review and research agenda called for more empirical evidence on the applicability and impact of ERP systems on MTO companies.…”

Section: Resultsmentioning

confidence: 99%

“…We have also paid close attention to the approach adopted in the most relevant surveys from the ERP literature, e.g. Mabert et al (2000 and and Olhager & Selldin (2003). Note that no study has been able to fulfil all 37 of Forza's (2009) attributes, but giving them explicit consideration and satisfying as many as possible is nonetheless important.…”

Section: Survey Research Designmentioning

confidence: 99%

“…The exploratory questions were based on those used in previous studies for similar purposes (e.g. Mabert et al, 2000 andStratman, 2001;Olhager & Selldin, 2003) and thus had been pre-validated. These questions were split into four sections.…”

Section: Instrument Developmentmentioning

confidence: 99%

“…Mabert et al, 2003;Muscatello et al, 2003;Snider et al, 2009) and location or nationality (e.g. Olhager & Selldin, 2003;Morabito et al, 2005;Argyropoulou et al, 2007), play important roles in the system selection and adoption process. The production strategy of a company is also likely to be influential (Aslan et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

“…Despite this, many previous studies have neglected non-adopters -for example, they represented only 16% of respondents in Olhager & Selldin (2003), while Stratman (2001) focused exclusively on ERP adopters.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

The applicability and impact of Enterprise Resource Planning (ERP) systems: Results from a mixed method study on Make-To-Order (MTO) companies

Aslan

Stevenson

Hendry

2015

Computers in Industry

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The effect of a Make-To-Order (MTO) production strategy on the applicability and impact of Enterprise Resource Planning (ERP) systems is investigated through a mixed method approach comprised of an exploratory and explanatory survey followed by three case studies. Data on MakeTo-Stock (MTS) companies is also collected as a basis for comparison. The exploratory data demonstrates, for example, that MTO adopters of ERP found the system selection process more difficult than MTS adopters. Meanwhile, a key reason why some MTO companies have not adopted ERP is that it is perceived as unsuitable. The explanatory data is used to test a series of hypotheses on the fit between decision support requirements, ERP functionality, and company performance. In general, a poor fit between the decision support requirements of MTO companies and ERP functionality is identified, although certain modules can lead to performance improvements -most notably for Customer Enquiry Management (CEM). MTS companies make more use of planning tools within ERP systems, and it is concluded that production strategy is an important contextual factor affecting both applicability and impact. Follow-up cases with two MTO adopters and one MTO nonadopter develop a deeper understanding of the survey results. For example, in one adoption case, a system was rented to minimise the consequences of making a poor selection decision. Future research could explore how more MTO-specific planning concepts can be embedded within ERP systems to improve alignment.

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Section: Resultsmentioning

confidence: 99%

Section: Survey Research Designmentioning

confidence: 99%

Section: Instrument Developmentmentioning

confidence: 99%