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1 – 10 of over 79000Current practice when specifying and developing manufacturing software leads to enterprise systems that are difficult to change. With the purpose of improving current practice a…
Abstract
Current practice when specifying and developing manufacturing software leads to enterprise systems that are difficult to change. With the purpose of improving current practice a model‐driven, component‐based approach to engineering change capable manufacturing systems is described. Application of the approach is supported by a number of proof‐of‐concept system design and construction environments. Each environment organises the use of modelling tools that function to formally capture and apply the results of systems engineering activities carried out by members of project teams. In this way the development of multi‐perspective enterprise (enterprise: a group of organisations sharing a set of goals and objectives to offer products, services or both (ISO 14258)) models is enabled in a computer executable form and means are provided to reconfigure manufacturing systems by using the models to change the way that system components interoperate. Collectively the proof‐of‐concept environments have demonstrated a capability to engineer a variety of types of manufacturing system and by so doing implement a system structure that accommodates rather than inhibits subsequent change, even where that change is of an unforeseen nature.
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Enterprise Systems are comprehensive and complex applications that form the core business operating system for many companies worldwide and throughout most industries. The…
Abstract
Enterprise Systems are comprehensive and complex applications that form the core business operating system for many companies worldwide and throughout most industries. The selection, implementation, use and continuous change of Enterprise Systems (ES) (e.g. mySAP.com) require a great amount of knowledge and experience. Due to the lack of in‐house ES knowledge and the high costs of engaging experienced implementation consultants, organizations realize the need to better leverage their knowledge resources. Managing this knowledge is increasingly important with the second wave of ES projects focusing E‐Business applications like Customer Relationship Management (CRM) and Supply Chain Management (SCM). These new applications embrace an open‐integration strategy that will incorporate and support other vendors’ applications as part of its Internet‐based enterprise computing platform. This paper proposes a framework for managing knowledge in Enterprise Systems. The framework draws its strength from meta‐case studies and comprehensive literature analyses, which is consolidated into a three‐dimensional framework. The preliminary results show that the importance of value‐adding activities and innovation are elemental to knowledge management in the aspect of ES.
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Hamdan Mohammed Al-Sabri, Majed Al-Mashari and Azeddine Chikh
The purpose of this paper is to consider the question of what is an appropriate enterprise resource planning (ERP) reference model for specifying areas of change in the context of…
Abstract
Purpose
The purpose of this paper is to consider the question of what is an appropriate enterprise resource planning (ERP) reference model for specifying areas of change in the context of IT-driven ERP implementation and through the model matching. There are other implicit goals to increasing the awareness of the reference models, as this highlights the principles embedded in ERP systems and explains the classification of reference models, which is useful in terms of the reuse of knowledge.
Design/methodology/approach
In this paper, a comparison between ERP reference models is conducted using a suitable decision-making technique and the final results are discussed. The comparison depends on nine criteria related to conceptual ERP reference models: scope, abstraction, granularity, views, purpose, simplicity, availability, ease of use for model matching, and target audience.
Findings
This study concludes that the business process reference model is best for specifying areas of change in the context of IT-driven ERP implementations. The final ranking of the alternatives based on all criteria places the system organizational model second, followed by the function and data/object reference models, in that order.
Originality/value
This paper is one of very few studies on the selection of appropriate ERP reference models according to the ERP implementation approach and model matching factors. This research also provides an in-depth analysis of various ERP reference model types.
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Vahid Javidroozi, Hanifa Shah and Gerald Feldman
Enterprise systems integration (ESI) is necessary for today’s business environment to access real-time data and quickly respond to fluctuating market demand. business process…
Abstract
Purpose
Enterprise systems integration (ESI) is necessary for today’s business environment to access real-time data and quickly respond to fluctuating market demand. business process change (BPC) as a significant prerequisite of ESI encompasses various challenges that must be tackled by employing success factors, techniques and approaches. The purpose of this paper is to focus on BPC challenges and develop a conceptual framework for addressing BPC challenges in ESI.
Design/methodology/approach
BPC challenges and their success factors were first identified through a literature analysis. Then, the findings from the literature were thematically analysed and qualitatively validated through 35 unstructured interviews for developing the conceptual framework.
Findings
The findings from the literature suggested 17 BPC challenge along with their success factors. During the validation process, 15 BPC challenges were accepted by all interviewees, while most of the respondents disagreed with the two challenges of “consolidation of information system re-engineering with BPR”, and “customization”. Moreover, “risk” was suggested as a BPC challenge by several interviewees. Thus, the study offered a modified list of BPC challenges, which was empirically validated.
Originality/value
The study proposes a conceptual framework for addressing BPC challenges in ESI that enables enterprises to design their systems integration roadmap, based on an understanding of BPC challenges and their success factors, as well as supporting solution providers to develop solutions for effective and efficient BPC. Furthermore, the framework will act as a basis for BPC and developing a similar framework for other related contexts, such as smart cities.
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This paper aims to address the extant and arguable role of enterprise systems (ES) in relation to management accounting practices (MAPs) through an inclusion relative neglect…
Abstract
Purpose
This paper aims to address the extant and arguable role of enterprise systems (ES) in relation to management accounting practices (MAPs) through an inclusion relative neglect account of business process management (BPM). This is also extended to draw out an analytical framework to advance our understanding of how BPM mediate ES-MAPs interplay.
Design/methodology/approach
A cross-sectional case study was adopted as a research strategy with which to collect data about the ES-BPM-MAPs interplay as a unit of analysis. The latter, in the first stage, was examined across (89) mini-case studies operating in the UK context through reports and documentations collected from cases’ websites, vendors and consultants of information systems. Drawn insights from cross-sectional analysis and contributions made by prior studies are blended together to inform the second stage that outlines an analytical framework for ES-BPM-MAPs interplay.
Findings
Different ES are mobilised to address different orientations of BPMs and being used for different managerial functions and purposes. Different patterns of ES-BPM-MAPs interplay are identified across (89) UK-case studies and the BPM is a fulcrum understanding. These patterns are centred around three key BPM including customer, logistics and control processes and all oriented by a continuum of an organisation intention focus on control, understanding and strategising. Both processes and orientations explain ES development and MAPs evolution processes. Standardisation, integration and intelligence are key characteristics sought through ES mobilisations. By complementary, information provision, analytics and simulation are three sophisticated ways of using MA information facilitated by ES characteristics.
Research limitations/implications
Dynamic processes of MAPs change over time and are beyond the reach of this study. Such approach requires full access to case studies. BPM is fulcrum understanding of MAPs change and/or stability in relation to ES implementation including other components.
Practical implications
Findings and analytical framework could be used as a base for establishing the best approach in adopting ES to fully exploit the potential of future ES applications as well as to avoid organisations pitfalls of implementations. Organisations are advised to understand their existing business processes, characteristics of MA information would be achieved first upon which decision of ES components selection and implementation could be outlined.
Originality/value
The indirect interplay between ES and MAPs through business processes is rarely examined. By the inclusion of BPM and using cross-sectional case studies, this research contributes to the existing shortcomings of ES-MAPs interplay by broadening the picture and proposing an analytical framework. The latter advances our understanding by focusing on attributes of ES-BPM-MAPs upon which informal changes in-the use of MAPs are recognised.
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Faisal Mahmood, Abdul Zahid Khan and Rahat Hussain Bokhari
Despite more than two decades of experience regarding the adoption and implementation of enterprise resource planning (ERP) systems in organizations, ERPs success is questionable…
Abstract
Purpose
Despite more than two decades of experience regarding the adoption and implementation of enterprise resource planning (ERP) systems in organizations, ERPs success is questionable. Though ERPs success stories are published in past research studies, the failure rate of ERP systems is relatively high. The purpose of this study was to find issues and challenges and assess the degree of criticality of these issues/challenges faced by organizations during ERP implementation.
Design/methodology/approach
For doing systematic review/research synthesis systematic literature review (SLR) was carried out considering research studies published within the time period, i.e. 1999-2018. Three major steps such as planning, conducting and reporting were followed to proceed further in this study. This study attempted to accomplish a critical review of 53 studies out of 103 studies identified, which were published in reputable journals to synthesize the existing literature in the ERP domain. The studies selected have almost addressed different challenges/issues faced by small and large organizations during ERP implementation.
Findings
Research synthesis/SLR led to the identification of 31 issues/challenges, which may be termed as most critical based on their occurrence/frequency in past studies included. The topmost ten issues/challenges amongst 31 identified include top management approach, change management, training and development, effective communication, system integration, business process reengineering, consultants/vendors selection, project management, project team formation, team empowerment/skilled people and data conversing/migration. However, other issues/challenges identified such as security risks/data security, cloud awareness, functionality limitations, service level agreements and subscription expenses are more related to cloud ERPs.
Originality/value
The current study is unique in its kind, focusing on the issues and challenges faced by organization during implementing ERP projects. Moreover, this study contributes to understanding and further analyzing management capabilities for developing remedial measures while planning the implementation of an enterprise system in their organizations prior to the occurrence of different issues and challenges ahead. The study also led to understanding and explaining socio-technical issues and their severity.
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Purpose – This article aims to focus on raising awareness of the limitations of traditional “enterprise‐centric” views of enterprise risk management that ignore the risks that are…
Abstract
Purpose – This article aims to focus on raising awareness of the limitations of traditional “enterprise‐centric” views of enterprise risk management that ignore the risks that are inherited from key business and supply chain partners. In essence, enterprise systems implementations have allowed organizations to couple their operations more tightly with other business partners, particularly in the area of supply chain management, and in the process enterprise systems applications are redefining the boundaries of the entity in terms of risk management concerns and the scope of financial audits. Design/methodology/approach – The prior literature that has begun to explore aspects of assessing key risk components in these relationships is reviewed with an eye to highlighting the limitations of what is understood about risk in interorganizational relationships. This analysis of the prior research establishes the basis for the logical formation of a framework for future enterprise risk management research in the area of e‐commerce relationships. Findings – Conclusions focus on the overall framework of risks that should be considered when interorganizational relationships are critical to an enterprise's operations and advocate an “extended‐enterprise” view of enterprise risk management. Research limitations/implications – The framework introduced in this paper provides guidance for future research in the area of interorganizational systems control and risk assessment. Practical implications – The framework further highlights areas of risk that auditors and corporate risk managers should consider in assessing the risk inherited through interorganizational relationships. Originality/value – The paper highlights the need to shift from an enterprise‐centric view of risk management to an extended‐enterprise risk management view.
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Hillol Bala, Viswanath Venkatesh, Daniel C. Ganster and Arun Rai
Although research has suggested that enterprise system (ES) implementations have major impacts on employee job characteristics and outcomes, there has been limited research that…
Abstract
Purpose
Although research has suggested that enterprise system (ES) implementations have major impacts on employee job characteristics and outcomes, there has been limited research that has examined the impacts of ES implementations on interpersonal relationships over time. Building on and extending recent studies that have examined changes in employee job characteristics and outcomes during an ES implementation, this research examined the nature, extent, determinants and outcomes of changes in an important interpersonal relationship construct—coworker exchange (CWX)—following an ES implementation. CWX is considered a critical aspect of employees' job and an important determinant of their success in the workplace. Drawing on social exchange theory (SET), the authors theorize that employees will perceive a change in CWX following an ES implementation.
Design/methodology/approach
A longitudinal field study over a period of 6 months among 249 employees was conducted. Latent growth modeling was used to analyze the data.
Findings
The authors found that employees' work process characteristics, namely perceived process complexity, perceived process rigidity and perceived process radicalness, significantly explained change, i.e. decline in our case, in CWX during the shakedown phase of an ES implementation. The decreasing trajectory of change in CWX led to declining job performance and job satisfaction.
Originality/value
The role of CWX and its importance in the context of ES implementations is a key novel element of this work.
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Gerald Feldman, Hanifa Shah, Craig Chapman and Ardavan Amini
Enterprise systems (ES) upgrade is a complex undertaking that recurs throughout the systems’ life span, therefore, organisations need to adopt strategies and methodologies that…
Abstract
Purpose
Enterprise systems (ES) upgrade is a complex undertaking that recurs throughout the systems’ life span, therefore, organisations need to adopt strategies and methodologies that can minimise disruptions and risks associated with upgrades. The purpose of this paper is to explore the processes undertaken during upgrading ES, to identify the upgrade project stages.
Design/methodology/approach
This research is grounded in a qualitative survey approach, and utilises a web-based survey questionnaire and semi-structured interviews as methods for data collection. The data were gathered from 41 respondents’ and analysed using qualitatively inductive content analysis principles to derive meaning and to identify the trends about upgrade processes.
Findings
The study findings stress the importance of adopting a methodical approach to ES upgrades. Also, it suggests that due consideration should be given to the impact of new version features and functionality, the risks and the effort required for supporting upgrade projects.
Research limitations/implications
The five-stage upgrade process model can be utilised as a strategy to minimise complexity and risks associated with upgrade projects. However, this study only proposes logical generalisations; therefore, future studies could explore these stages in-depth to offer generalisable arguments applicable to ES upgrade phenomenon.
Originality/value
The study proposes a five-stage upgrade process model that offers a systematic approach to support upgrade projects. The proposed model extends previous models by proposing alternative strategies to support ES upgrade projects.
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William Brown and Frank Nasuti
To provide background for senior and middle management in information technology organizations who may be in the implementation phase of compliance for Sarbanes‐Oxley (SOX). As…
Abstract
Purpose
To provide background for senior and middle management in information technology organizations who may be in the implementation phase of compliance for Sarbanes‐Oxley (SOX). As the information technology (IT) organization looks forward to additional compliance or other IT control frameworks such as COBIT, the paper can help construct a roadmap. Other audiences include senior management, accountants, internal auditors, and academics who may wish to evaluate the impact of SOX on the information technology organization.
Design/methodology/approach
SOX is surveyed to understand the four major compliance areas that must be supported in the IT organization. Recently published works are integrated into an evaluation of enterprise resource planning (ERP) research to identity several ongoing themes that point to practical advice for implementing SOX. The private sector of US business is saturated with ERP applications and provides a useful benchmark of what to expect with SOX compliance. The sections of this report include: SOX and IT governance; ERP systems: recurring themes; after the initial implementation of SOX; frameworks to support SOX compliance; IT governance and SOX: where we go from here; to best practice and competitive advantage; and conclusion.
Findings
Competencies in several related core disciplines including project management, change management, and software integration should be the top priority for SOX implementation. Enterprise architecting and related areas such as security and outsourcing can be managed more effectively with the appropriate competencies.
Research limitations/implications
The authors' observations are based on several research reports but are not exhaustive, and are not specific to a particular industry.
Originality/value
The content is a very useful source of information for senior management, IT management, accountants, auditors, and academics to understand the impact of SOX on the IT organization and how to develop a roadmap to respond.
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