بهبود برنامه ریزی منابع سازمانی (ERP) مناسب برای فرآیند سازمانی از طریق انتقال دانش
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|1145||2007||13 صفحه PDF||سفارش دهید||5870 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : International Journal of Information Management, Volume 27, Issue 3, June 2007, Pages 200–212
Critical to enterprise resource planning (ERP) implementation is the fit between the system and the processes in an organization. Knowledge about the ERP system must flow from those implementing the system and those responsible once in production. Effective knowledge transfer is assisted by the absorptive capacity of the learner and the competence of the knowledge holder, as reflected in the client and consultant relationship of this study. A model of transfer is composed from existing theories of learning to explain the roles played by the client through absorptive capacity and the consultant through competence. Survey data of CIOs in Taiwan confirm that transfer is improved with higher levels of capacity and competence, while the transfer process leads to a better fit between ERP systems and organizational processes. Management needs to foster the build-up of their internal knowledge stocks in order to stimulate the flow of knowledge transfer.
Approximately 90 percent of enterprise resource planning (ERP) implementations are late or over budget (Martin 1998) and 70 percent of ERP implementations fail to deliver anticipated benefits (Al-Mashari, 2000). Although the literature describes multiple reasons for this poor record of performance, gaps between the functionality offered by an ERP system and that required by the particular organization are common (Everdingen, Hillegersberg, & Waarts, 2000; Swan, Newell, & Robertson, 1999; Umble & Umble, 2002). The difficulties are expanded by customer organizations requiring unique business solutions and ERP vendors having a generic solution sold to a broad market. Thus, one large factor in the improvement of the success rate is the mutual adaptation between the IS and user environment (Markus & Robey, 1988). Such an adaptation process must align the organization's existing operating processes and the packaged software's embedded functionality through a combination of software configuration and organizational change (Hong and Kim, 2002). Such IS-driven initiatives require change of the organization's socio-technical system, which is intertwined of technology, task, people, structure, and culture (Laughlin, 1999). While these above resolution strategies were employed to tackle the problem of misfits, other researchers found that an existence of significant knowledge gap among the stakeholders which could potentially cause the unsuccessful implementation (Markus & Tanis, 2000; Soh, Sia, & Tay-Uap, 2000). ERP implementation is a knowledge intensive process; it requires a great deal of experience from many different stakeholders, and requires these individuals to interact extensively during the implementation process. The knowledge gap risks configuration errors and unnecessary customization, but also conflicts between the different parties involved (Pan, Newell, Huang, & Cheung, 2001; Sumner, 2000). The need for closing this knowledge gap in the ERP project is therefore important (Huang & Newell, 2003).
نتیجه گیری انگلیسی
This study focused on the implementation of ERP systems in manufacturing firms in Taiwan, the results might not hold with other system types, in other industries, or other countries. Future work might examine the model for other system types or organizational classifications. Studies in other global regions would add to the generalizability of the results, however, detailed demographic information about surveyed organizations was described in this study to allow readers to interpret the application contents. Additionally, organizational process fit of ERP may not be a sufficient indicator to evaluate the degree of the success of an ERP implementation. Other possible factors from the knowledge transfer literature could be tested along side or separately from those in this study, leading to a broader scope for the theoretical model tested. Future research may develop more comprehensive measurement scales, specifically developed to measure ERP success at multiple levels in an organization that accounts for the variety of success measures for more traditional systems. Further expansion of the model would then employ the success scales as a subsequent outcome after fit, providing a model that tracks organizational policies through the mediators of knowledge transfer and fit to eventual success.