دانلود مقاله ISI انگلیسی شماره 1167
عنوان فارسی مقاله

عوامل اجرایی که بر مزایای ERP (برنامه ریزی منابع سازمانی) موثرند

کد مقاله سال انتشار مقاله انگلیسی ترجمه فارسی تعداد کلمات
1167 2008 9 صفحه PDF سفارش دهید 6040 کلمه
خرید مقاله
پس از پرداخت، فوراً می توانید مقاله را دانلود فرمایید.
عنوان انگلیسی
The implementation factors that influence the ERP (enterprise resource planning) benefits
منبع

Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)

Journal : Decision Support Systems, Volume 46, Issue 1, December 2008, Pages 149–157

کلمات کلیدی
پیاده سازی - سفارشی سازی - مکانیسم های سازمانی - مزایای متوسط ​​ - مزایای کلی -
پیش نمایش مقاله
پیش نمایش مقاله عوامل اجرایی که بر مزایای ERP (برنامه ریزی منابع سازمانی) موثرند

چکیده انگلیسی

Improving the performance of ERP systems remains an important issue. This study examines ERP performance at the post-implementation stage, particularly from the perspective of managerial intervention. Specifically, we proposed that both customization and organizational mechanisms affect intermediate benefits (including coordination improvement and task efficiency), which in turn influence overall benefits. A firm-level survey was used to collect data. Our findings support the proposed hypotheses. We also provide implications for both managers and researchers.

مقدمه انگلیسی

Quite a few companies use a powerful information system (IS) such as ERP (enterprise resource planning) for handling complicated business applications, e.g., a diverse range of customer services. The reason ERP is so popular is that it can improve operational efficiency and business efficacy [8], [10], [15] and [27]. ERP improves operational efficiency by integrating business processes and providing better access to integrated data across the entire enterprise, while to enhance efficacy, a company may redesign its business practices by using the templates (or best practices) embedded in the ERP [5] and [16]. Despite low cost and risk, and high system quality of ERP [9], the failure rate of ERP implementation ranged from 40 percentage to 60 percentage [15]. The high failure rate of ERP implementation might be attributed to the difference in interests between customer organizations that aim to provide the optimum solutions for business problems and ERP vendors who prefer a generic solution applicable to a broader market [9] and [21]. In other words, how to bring organizational processes and functions into closer alignment with the best practice of ERP becomes critical. As prior work failed to address this in a systematic way, this study focuses on the salient factors that affect alignment. To this end, we used organizational information processing theory (OIPT) [11], which serves as an analytical lens to understand how alignment can be handled appropriately. Alignment is defined as the activities that aim for reducing uncertainty. Applying this to ERP context, the reason ERP enhances organizational performance is that the uncertainty about statuses of tasks and the environment is suitably addressed [21]. Quite a few factors may hinder the end-to-end connectivity of data and process and in turn lead to the uncertainty, such as organizational misfit (i.e. data, process, use) [22], organizational resistance [4], adaptation problems (ERP adaptation, or process adaptation) [9], and differentiation among sub-units [8]. While prior work argued that uncertainty can be addressed, such as intra-organizational standardization, or inter-organizational homogenization [2], they failed to address the uncertainty from the perspective of organizational intervention, particularly in the post-implementation stage of ERP. This study aims to fill the foregoing gap.

نتیجه گیری انگلیسی

The acquisition of ERP benefits is not automatically even after a firm has implemented ERP successfully at the initiation and adoption stage. This study proposed two complementary approaches to alignment, i.e. customization and OM, at a post-implementation stage. While Gattiker and Goodhue's [8] work argued that ERP benefits are affected by a firm's distinctive features such as interdependence and differentiation of one plant with other plants, ours examined ERP benefits from the perspective of managerial intervention. Our findings supported the proposed hypotheses. This study contributes to a deeper understanding of the relationships between the alignment and ERP benefits. Given the critical role of ERP in a competitive advantage of today's world—and even more so in tomorrow's world, our findings, together with other related findings [8], [9] and [15], provide valuable insights into ERP.

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