Enterprise systems and ongoing process change

Davenport, Thomas H.; Harris, Jeanne G.; Cantrell, Susan

doi:10.1108/14637150410518301

Cited by 239 publications

(218 citation statements)

References 12 publications

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“…Organizations improve their ability to be informed about running a project by providing better access to data (Davenport et al, 2004). Not only should organizations provide access to data, but the available data should be consistent, timely, and accurate.…”

Section: Information Flowmentioning

confidence: 99%

“…The authors state the assumption that all factors are equally important and none of them has been prioritized. Sources: (Aladwani, 2001;Chrusciel & Field, 2006;Cocks, 2014;Davenport, Harris, & Cantrell, 2004;Graetz, 2000;Guimaraes et al, 1992;Hotek & White, 1999;Sutanto, Kankanhalli, Tay, Raman, & Tan, 2008;Weber & Weber, 2001). …”

Section: Critical Success Factors For Change Management In Informatiomentioning

confidence: 99%

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Change management in information systems projects for public organizations

Ziemba

Obłąk²

2015

IJIKM

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It can be argued that public organizations, in order to provide the public with sufficient services in the current, highly competitive and continuously evolving environment, require changes. The changes that become necessary are often related to the implementation of information systems (IS). Moreover, when organizations are faced with changes, a change management (CM) process needs to be put in place. CM theories that are currently available to practitioners and academics are often contradictory; they mostly lack empirical evidence and are supported by unchallenged hypotheses concerning the nature of the contemporary CM. The aim of this paper is, therefore, to identify critical success factors (CFSs) for CM in IS projects. In order to reach this aim an explanation of changes in public organizations and the nature of CM are presented. Following this, a framework of CFSs for CM in IS projects are identified based on the literature review. The paper also examines two IS projects and uses them to demonstrate CFSs influencing CM in IS projects in Polish pubic organizations. A discussion of the research findings is provided and the paper concludes with a presentation of the study's contributions and limitations as well as the stream of future work.

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Section: Information Flowmentioning

confidence: 99%

Section: Critical Success Factors For Change Management In Informatiomentioning

confidence: 99%

Change management in information systems projects for public organizations

Ziemba

Obłąk²

2015

IJIKM

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“…According to Davenport et al (2004), the main purpose of standardization of business processes, information and practices of information management is to control and minimize the variability of the business units spread in various organizations and achieve greater efficiency and consistency in implementation. Organization might be difficult to achieve the basic control of their own business without practices and standard management information processes.…”

Section: Standardizationmentioning

confidence: 99%

Supply Chain Performance Improvement Strategy Through Quality of Synergy in The Automotive Components Industry

Purwani

Nurcholis

2016

JDM

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The purpose of this study were 1) develop a new concept of Bilateral Symmetry, which is the ability of similarity based on transparency and standardization, 2) conduct empirical testing and analyzing the effect of bilateral symmetry to the improved supply chain performance through quality of synergy in industrial automotive components. The study population includes the entire automotive component industry in Indonesia. This study used sample of 105 respondents using purposive sampling method to comply with the AMOS program. The study result shows that the ability of similarity standardization and the ability of the similarity of transparency have positive significant impact on the quality of synergy, and quality of synergy have positive significant impact on the supply chain performance. In addition, from the results of hypothesis testing found two strategies that can improve supply chain performance with 1) increasing the ability of similarity standardization and 2) improve transparency through quality of synergy. Info Article

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“…However, there is a risk of ERP actually hampering progress in SCM [14]. Nonetheless, it is becoming clear that the greatest impact of, and payback from, EIS is in SCM [4].…”

Section: A Framework For Eis Transformationmentioning

confidence: 99%

“…A recent published survey shows that the factors most associated with achieving value from ERP are integration, process optimization and use of the ERP systems in decision-making [4]. Davenport and Brooks [5] argue that ERP systems are internally focused, but the greatest impact of ERP is felt in the supply chain.…”

Section: Introductionmentioning

confidence: 99%

On Managing the Enterprise Information Systems Transformation: Lessons learned and research challenges

Møller

IFIP International Federation for Information Processing

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Abstract. Contemporary standardized Enterprise Information Systems, like SAP or Oracle, are increasingly setting the agenda and the pace for the development of almost any organization. Most organizations today are required not only to establish effective business processes but they are also required to accommodate for changing business conditions at an increasing rate. The major vendors are proposing new breed of technology, sometime denoted extended ERP or ERPAL Consequently the time is ripe to reflect on the status of Enterprise Information Systems and their application in practice. This paper reflects on the lessons learned from managing the Enterprise Information Systems transformation and outlines future challenges for research on Enterprise Information Systems. The paper concludes that the ERP industry has a significant and increasing impact on enterprises due to the EIS enable transformation of the business. Consequently, the practical implications of these results are the continued management of EIS, after going-live, but most important, EIS research need to refocus and embrace this new tendency. The paper takes an exploratory perspective on managing the EIS transformation by examine the evidence from the experience gained in seven different Danish organizations. The paper finally outlines the critical implications for research in EIS.

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Enterprise systems and ongoing process change

Cited by 239 publications

References 12 publications

Change management in information systems projects for public organizations

Change management in information systems projects for public organizations

Supply Chain Performance Improvement Strategy Through Quality of Synergy in The Automotive Components Industry

On Managing the Enterprise Information Systems Transformation: Lessons learned and research challenges

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