A dynamic model of e‐business strategies for ERP enabled organisations

Abstract

Purpose

This paper presents a dynamic model for e‐business strategy derived from the results of a longitudinal analysis of enterprise resource planning (ERP) enabled organisations.

Design/methodology/approach

This involved a study of 11 international ERP‐enabled organisations over a four‐year period using multiple interviews and extensive secondary data collection. Three separate research models were used to analyse different stages of e‐business growth and the results of this multi‐stage analysis consolidated into a staged model of e‐business transformation (eBT).

Findings

The model focuses on realising the benefits of B2B interaction through the alignment of ERP with different e‐business strategies, increasing emphasis on employee empowerment and successful management of value alliances.

Research limitations/implications

The findings provide practical guidance to managers implementing e‐business systems through integrated ERP implementations.

Originality/value

The study demonstrates the application of a comprehensive research model based on three previously validated research frameworks for e‐business strategy.

Citation

Burn, J. and Ash, C. (2005), "A dynamic model of e‐business strategies for ERP enabled organisations", Industrial Management & Data Systems, Vol. 105 No. 8, pp. 1084-1095. https://doi.org/10.1108/02635570510624464