The impact of strategy and integration mechanisms on enterprise system value: Empirical evidence from manufacturing firms

Somers, Toni M.; Nelson, Klara

doi:10.1016/s0377-2217(02)00552-0

Cited by 115 publications

(93 citation statements)

References 30 publications

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“…Within these studies, the factors that are found to be critical are: Top management support (Al-Mashari et al, 2003;Bingi, Sharma, & Godla, 1999;Bradford & Florin, 2003;Gyampah & Salam, 2004;Hong & Kim, 2002;Somers & Nelson, 2004;Umble et al, 2003;Wee, 2000;Yusuf et al, 2004), users' training (Al-Mashari al., 2003;Aladwani, 2001;Bingi et al, 1999;Gyampah & Salam, 2004;Somers & Nelson, 2003Umble et al, 2003;Yusuf et al, 2004), project communication (Al-Mashari et al, 2003;Gyampah & Salam, 2004;Sarker & Lee, 2003), project management (Al-Mashari et al, 2003;Somers & Nelson, 2004;Umble et al, 2003), integration of systems (Al-Mashari et al, 2003), cultural differences (Al-Mashari et al, 2003;Hong & Kim, 2002;Yusuf et al, 2004), user acceptance (Gyampah, 1999, Gyampah & Salam, 2004, ERP package selection (Al-Mashari et al, 2003;Somers & Nelson, 2004), legacy systems (Al-Mashari et al, 2003;Umble et al, 2003), process reenginerring activities (Al-Mashari et al, 2003;Bingi et al, 1999;Hong & Kim, 2002;Somers & Nelson, 2004;Umble et al, 2003;Yusuf et al, 2004) and customization of ERP …”

Section: Critical Success Factors Of Erp Systemsmentioning

confidence: 99%

“…If ERP is not integrated into the organization in a real manner, it will not be used efficiently and return on investment from the projects will be negative. For that purpose, nowadays a new strand of ERP research is emerging to understand how ERP systems can be optimized and integrated to the organizations Somers & Nelson, 2003). The core of this new concern is to see whether ERP systems are working harmoniously within all other parts of the system in a changing environment and supporting the performance development of the company (Dechow & Mouritsen, 2005;.…”

Section: Integrity Of Erp Systems Organization and Usermentioning

confidence: 99%

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Organizational adoption of enterprise resource planning systems: A conceptual framework

Başoğlu

Daim

Kerimoglu

2007

The Journal of High Technology Management Research

128

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Section: Critical Success Factors Of Erp Systemsmentioning

confidence: 99%

Section: Integrity Of Erp Systems Organization and Usermentioning

confidence: 99%

Organizational adoption of enterprise resource planning systems: A conceptual framework

Başoğlu

Daim

Kerimoglu

2007

The Journal of High Technology Management Research

128

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“…According to Staehr et al (2002), implementation research (e.g. Ng et al, 1999;Umble, Umble and Von Deylen, 2001;Weston, 2001;Akkermans and van Helden, 2002;Gefen, 2002;Abdinnour-Helm, Lengnick-Hall and Lengnick-Hall, 2003;Al-Mashari, Al-Mudimigh and Zairi, 2003;Craighead and LaForge, 2003;Mabert, Soni and Venkataramanan, 2003;Muscatello, Small and Chen, 2003;Schrnederjans and Kim, 2003;Somers and Nelson, 2003;Umble, Haft and Umble, 2003;Sheu, Chae and Yang, 2004) is the more developed of the two.…”

Section: Enterprise Resource Planning (Erp) Systemsmentioning

confidence: 99%

Enterprise resource planning (ERP) systems and the manufacturing–marketing interface: an information-processing theory view

Gattiker

2007

International Journal of Production Research

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This is an electronic version of an article published in Gattiker, TF. (2007). ERP Systems and the manufacturing-marketing interface: An information processing theory view. International Journal of Production Research, 45(13): 2895-2917.. International Journal of Production Research is available online at: http://www.informaworld.com/smpp. DOI: 10.1080/00207540600690511This is an electronic version of an article published in Gattiker, TF. (2007). ERP Systems and the manufacturing-marketing interface: An information processing theory view. AbstractThe manufacturing-marketing (MM) interface has received substantial consideration in the operations management literature; however, relatively little attention has been paid to the role of information systems in facilitating MM integration. As integrated cross-functional systems, enterprise resource planning systems (ERP) are well-suited to provide MM integration. Based on information processing theory, the central proposition of this paper is the greater the interdependence between manufacturing and marketing, the greater the benefit of ERP. Specifically, H1 states that the greater ERP-enabled coordination between manufacturing and marketing, the greater the benefit of ERP to the plant. H2 states that the degree to which ERP-enabled manufacturing-marketing coordination improvements are realized, depends on the amount of interdependence between manufacturing and marketing. Using multiple regression, the model is tested on survey data from 107 manufacturing plants running ERP. The data support H1 and H2. These findings support the general proposition that interdependence between functions is one factor that influences the degree to which organizations reap benefits from their ERP investments. Based on the ERP literature, the model controls for the amount of time that ERP has been running in the plant; This factor was found to be insignificant in the model. However, exploratory analysis finds that time is associated with other ERP benefits.Keywords: Enterprise systems (ERP); Manufacturing-Marketing interface; Interdependence; Information Processing Theory This is an electronic version of an article published in Gattiker, TF. (2007). ERP Systems and the manufacturing-marketing interface: An information processing theory view.

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“…D'autres recherches se focalisent sur le rôle de la stratégie non pas sur la décision d'adoption des ERP, mais sur son processus d'implantation et sur les bénéfices qui peuvent en découler. C'est le cas des travaux de Maddox et Boyle (2007), Yen et Sheu (2004), Somers et Nelson (2003) et Kouki et al (2009). Revenons sur les résultats obtenus par ces travaux afin d'alimenter nos hypothèses sur les priorités stratégiques comme facteurs d'adoption des ERP.…”

Section: Les Priorités Stratégiques Comme Facteur D'adoption De L'erpunclassified

L’équipement des PME en systèmes ERP : une adoption guidée par les priorités stratégiques ?

Deltour

Farajallah

Lethiais

2014

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Pour les PME, investir dans un progiciel de gestion intégré - ERP - correspond à un investissement informatique majeur, assimilable à une décision stratégique. L’article teste l’influence des priorités stratégiques des PME sur leur choix d’utiliser ou non un système ERP. Une investigation auprès de 1977 PME montre que la recherche de réactivité est le seul positionnement stratégique augmentant la probabilité d’adopter un ERP. Les stratégies d’affaires centrées sur les caractéristiques des produits n’ont, elles, pas d’influence. De plus, l’investigation confirme que la taille, l’appartenance à un groupe ainsi que la maturité informatique des PME favorisent leur adoption des ERP.ERP is a major IT investment for SMEs, which can be considered as a strategic decision. The article tests how strategic priorities of SMEs influence their adoption of an ERP system. An investigation on 1977 firms shows that reactivity seeking is the only strategic positioning increasing the probability to adopt an ERP. Business strategies focused on the characteristics of the products have no influence. In addition, the investigation confirms that the size, the group membership and the IT maturity of SMEs lever ERP adoption.Invertir en un software integrado ERP supone para las PYMES una inversión informática de importancia, asimilable a una decisión estratégica. El artículo analiza la influencia de las prioridades estratégicas de las PYMES en su decisión de utilizar o no un ERP. Una investigación realizada en 1977 PYMES muestra que la búsqueda de reactividad es el único posicionamiento estratégico que aumenta la probabilidad de adoptar un ERP. Las estrategias comerciales centradas en las características de los productos no influyen en la decisión. Tambien, el tamaño, el pertenecer a un grupo y la madurez informática favorecen la adopción de los ERP

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The impact of strategy and integration mechanisms on enterprise system value: Empirical evidence from manufacturing firms

Cited by 115 publications

References 30 publications

Organizational adoption of enterprise resource planning systems: A conceptual framework

Organizational adoption of enterprise resource planning systems: A conceptual framework

Enterprise resource planning (ERP) systems and the manufacturing–marketing interface: an information-processing theory view

L’équipement des PME en systèmes ERP : une adoption guidée par les priorités stratégiques ?

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