Impacts of ERP systems on the integrated‐interaction performance of manufacturing and marketing

Abstract

Interactions between manufacturing and marketing departments often determine the competitiveness and profitability of a firm. Enterprise resource planning (ERP) systems address integration issues of business functions; and benefits contributed by ERP implementation found in the literature are similar to those achieved through the integration of manufacturing and marketing functions. Uses a research model based on contingency theory and sociotechnical theory to study the effects of ERP implementation on marketing and manufacturing integration. A study of four companies in the electronic industry shows that internal organizational and external factors affect the interaction between manufacturing and marketing and results in performance improvement. Provides a new perspective of the factors that impact the effectiveness of ERP systems.

Tying the pieces together: A normative framework for integrating sales and project operations

“…Calls for functional integration have been voiced with respect to marketing and production/operations (Hsu & Chen, 2004;O'Leary-Kelly & Flores, 2002;Shapiro, 1977), marketing and engineering (Shaw, Shaw & Enke, 2003) marketing and R&D (Maltz, Souder & Kumar, 2001) and marketing and logistics (Mollenkopf, Gibson & Ozanne, 2000). Wind (2005, p.…”

Relationships between internal and external information systems integration, cost and quality performance, and firm profitability

“…Cash et al (1992) argue that in firms where the concept of IS integration plays a strategic role, massive transformation of operational and marketing aspects of the value chain is enabled. Through IS integration, companies can identify, combine, and coordinate appropriate internal resources to improve capabilities across several domains, such as product quality (Iansiti and Clark, 1994;Grant, 1996;Griffin, 1997;Flynn et al, 1999;Verona, 1999;Hsu and Chen, 2004;Yusuf et al, 2004;Swink et al, 2006;Jacobs et al, 2007;Wong et al, 2007). Case-based evidence also suggests that internal integration leads to greater cost reduction (Burt and Doyle, 1993;Ellram and Pearson, 1993;Wong et al, 2011).…”

Service quality and ERP implementation: A conceptual and empirical study of semiconductor-related industries in Taiwan

“…The essence of ERP is closely aligned to these objectives as it seeks to enable effective management of information and the delivery of high service value [5]. Although most studies in this field have analyzed operational performance in evaluating the benefits of ERP [6][7][8][9][10][11][12], the present authors contend that customer satisfaction with service quality is also an important measure of the success of ERP.…”