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Why Is Middle Management In Conflict With Erp?, Rainer A. Sommer
Why Is Middle Management In Conflict With Erp?, Rainer A. Sommer
Journal of International Information Management
Popular Enterprise Resource Planning (ERP) system implementation methods focus on process requirements, system transition, user interface, help desk, and training issues. This research suggests that unless high-level management places equal emphasis on "people oriented" factors (especially at the middle management level) many ERP implementation projects are in jeopardy. Without the commitment of middle management and a proactive change management function, project planning and milestone development can easily become bogged down by political trivialities, which can stall the implementation cycle of a project. The research focuses on two ERP implementations. In both cases middle management served as the unit of analysis.
Implementing Enterprise Resource Planning Systems: A Study Of Benefits And Concerns, Y Helio Yang, Nikhil Varaiya, Sherry A. Irwin
Implementing Enterprise Resource Planning Systems: A Study Of Benefits And Concerns, Y Helio Yang, Nikhil Varaiya, Sherry A. Irwin
Journal of International Information Management
In the 1990's information technology and business process re-engtneermg have combined to provide organizations a competitive advantage. Enterprise Resource Planning (ERP) systems were particularly considered examples representing such development. This paper reports the results of a survey on ERF implementation to explore its benefits and concerns. Our results show companies can expect more intrafirm benefits, such as reduced inventory, improved quality, and shortened cycle time, than interfirm benefits from current ERP technology. Existing ERP technology is not yet capable of handling the complexity of the whole supply chain. More supplier relationship management functionalities need to be integrated. Our results also …