The panoptic gaze: Analysing the interaction between enterprise resource planning technology and organisational culture

Kayas, Oliver G.; McLean, Rachel; Hines, Tony; Wright, Gillian H.

doi:10.1016/j.ijinfomgt.2008.08.005

Cited by 49 publications

(30 citation statements)

References 40 publications

(53 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Since an ERP system can support nearly all business functions and simultaneously provide a unified link between the components of an entire business (Ke & Wei, 2006), it has been believed to produce great benefits for adopting organizations. These benefits include reduction of unit labor costs and inventory levels, enhancement of customer services and operations efficiency, and improvement of an organization's capability for panoptic control (Kayas, McLean, Hines, & Wright, 2008;Sia, Tang, Soh, & Boh, 2002). Although ERP systems were originally developed in the manufacturing sector, their aforementioned benefits have attracted other industries to adopt them as well.…”

Section: Introductionmentioning

confidence: 99%

What leads to post-implementation success of ERP? An empirical study of the Chinese retail industry

Zhu

Wang

et al. 2010

International Journal of Information Management

202

121

View full text Add to dashboard Cite

Section: Introductionmentioning

confidence: 99%

What leads to post-implementation success of ERP? An empirical study of the Chinese retail industry

Zhu

Wang

et al. 2010

International Journal of Information Management

202

121

View full text Add to dashboard Cite

“…While significant literature exists on selecting suppliers, developing supplier relationships, and developing supplier capability (Kayas et al, 2008;Kroes and Ghosh, 2010;Snider et al, 2009;Wan and Chen, 2008;Watts et al, 2008), there is significantly less understanding of how supplier relationships are maintained, or unfortunately, how they disintegrate in light of corporate sustainability initiatives that leverage green approaches. Overall, there was enough evidence to accept H3, that GSCM-based initiatives are important to women, with slight priority differences among the sexes.…”

Section: Results Of Specific Hypothesis (H3)mentioning

confidence: 99%

Gender perceptions of management's green supply chain development among the professional workforce

Smith

2012

IJPM

View full text Add to dashboard Cite

An empirically-based study measuring the perceived effectiveness of green supply chain management (GSCM)-based initiatives of Pittsburgh, PA metropolitan companies by their professional workforce was conducted. Statistical analyses, via multiple linear regression and principal-components analysis, via factor analysis, revealed many layers of complexity. Although there were no significant differences among the sexes in terms of the major operational and green-based initiatives implemented by their perspective management, there were some noticeable differences on GSCM-based priorities. Significant positive relationships exist among productivity and efficiency measures and ultimate support for management's efforts to properly direct its suppliers in a more ecofriendly direction. In general, the strongest employee acceptance rates were found to be in the areas of using recycled products, eco-friendly practices attracts and retains customers, competitive advantage obtained by sharing ecological responsibility, and supply chain is a high corporate priority.

show abstract

“…An affordance perspective on traditional ES Enterprise systems were developed and implemented under the assumption that organizations have objectives and that individuals working in organizations are purposeful and goal seeking, although their goals may differ from the ideal state (Kayas et al, 2008). To engage workers in instrumental rational action so that the company's objectives are accomplished, a major affordance of ES is to provide greater control over employee's work behavior and a company's operations (Lowe and Locke, 2008;Maas et al, 2014).…”

Section: Affordances and Tensions Between Social Technologies And Tramentioning

confidence: 99%

Are business users social? A design experiment exploring information sharing in enterprise social systems

Mettler

Winter

2016

Journal of Information Technology

View full text Add to dashboard Cite

In recent years, social technology has changed the ways people collaborate and communicate. With the blurring boundaries between work and personal life, business software vendors have begun to deliberate on the possibilities for enhancing the rather rigid and impersonal structures in enterprise systems (ES) by integrating social features. In doing so, they frequently assume that business users share the same interaction patterns as private users. In this paper, we challenge this belief and explore the factors that stimulate business users to share information in ES environments. By means of a design experiment, we show different use scenarios and explore business users' attitudes toward open and unconditional information sharing in ES. Our results demonstrate that business users are less 'social' and that applying social features in ES is highly context dependent. Based on these findings, we offer recommendations for software vendors and researchers who are interested in the social enhancements of ES.

show abstract

The panoptic gaze: Analysing the interaction between enterprise resource planning technology and organisational culture

Cited by 49 publications

References 40 publications

What leads to post-implementation success of ERP? An empirical study of the Chinese retail industry

What leads to post-implementation success of ERP? An empirical study of the Chinese retail industry

Gender perceptions of management's green supply chain development among the professional workforce

Are business users social? A design experiment exploring information sharing in enterprise social systems

Contact Info

Product

Resources

About