Suchergebnisse

This 4E reflects the latest trends and updates in ERP (Enterprise Resource Planning) software as well as introduces the basic functional areas of business and their relationships. Readers can see how integrated information systems help organizations improve business process and provide managers with accurate, consistent, and current data for making informed strategic decisions

Abstract


The last decade has seen a dramatic growth in the number of organizations adopting Enterprise Resource Planning systems (ERPs).


To date, much of the research on ERPs has focused on the process of implementation, with relatively little attention given to their ongoing impact on organizations or how to effectively manage these systems over time. The papers in this special issue explore these issues.


ERPs require a considerable financial investment and produce widespread change in organizations. The papers in this special issue suggest that for organizations to gain strategic benefit from ERPs, managers have to be prepared to make a long‐term investment of organizational resources and to develop the capabilities necessary to manage them.


Copyright © 2005 John Wiley & Sons, Ltd.

PurposeThe purpose of this paper is to help managers to successfully plan, implement, and operate enterprise resource planning (ERP) projects using a risk management framework.Design/methodology/approachThis paper adopted a combined literature review and case study method. Using literature review, the paper first identified major issues of managing ERP projects and develops a risk management framework for managing those issues. The proposed risk management framework was then applied to a ERP implementation project of a UK‐based energy services group and its effectiveness for managing ERP projects implementation had been demonstrated. Additionally, the risk factors as identified from the case application are compared with the risk factors from the previous researches so as to suggest mitigating measures.FindingsAll the risk factors are categorized into planning, implementation and operations phases along with project processes, organizational transformation and information technology (IT) perspectives. Project implementation phase is the most vulnerable to failure. The case study results reveal that the effect of other projects on on‐going ERP project, management of overall IT architecture and non‐availability of resources for organizational transformation are most critical from likelihood and impact perspectives. Managing risk across various phases of project and equal emphasize to effective project management, organizational transformation and IT adoption are the key to success in ERP implementation.Practical implicationsThe risk factors, which were identified using literature review and the case study, have great significance as mitigating measures of those risks may result successful implementation of ERP projects in the industry. Additionally, proposed risk management framework could be customized to implement ERP projects elsewhere.Originality/valueERP projects are risky as they are capital intensive, technically complex, and call for organizational transformation. There are both success and failure stories. However, both researchers and practitioners agree, that if it can be implemented and operated successfully and benefits should be achievable. Although there are many studies on ERP implementation, little has been discussed on managing risks of ERP projects. Therefore, this paper bridges the gap.

The relatively recent development of comprehensive human resource information systems (HRIS) software has led to a large demand for technologically literate human resource (HR) professionals. For the college student who is about to begin the search for that first postcollege job, the need to develop technology literacy is even more necessary. To meet this technology need, many business schools have started to think about or have begun to incorporate more advanced technology such as enterprise resource planning (ERP) systems into their curriculum. This article describes the efforts of faculty from two university business schools that incorporated the HRIS module of an ERP system into their HR management courses. In both cases, HRIS was used to illustrate examples of HR processes, measurement, best practices, and planning. Outcomes and lessons learned from the past 2.5 years are also described.

peer-reviewed ; E-Government has long endured a myriad of problematic issues associated with traditional enterprise resource planning (ERP). Cloud computing is being lionized as a nascent platform that possesses the capabilities to reduce costs and drive radical innovations throughout all spheres of e- Government. One such low hanging fruit is that of Cloud ERP which is positioned as a revolutionary approach to the traditional ERP implementation. In this reflection paper, we use the 5-4-3 cloud stack layer model to identify value potential for particular aspects of cloud computing in ERP for e-Government provision.