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企业资源规划ERP外文参考文献和中文翻译

更新时间:2012-5-6:  来源:毕业论文

Design/methodology/approach – A  case  based  research  approach  is  used  which   includes participant observation and semi structured interviews with all of the case management team.
Findings – The  findings  indicate  that   ERP  should  be  incorporated  within  a   wider  change programme, with changes to people management and cultural practices, in addition to process change. Much more consideration  should  be given to  organisational  change  issues  prior  to design  and implementation of ERP.
Research limitations/implications – The study is limited to that of a management perspective.
Practical implications – The findings can be used to guide management teams in designing and implementing ERP as part of a wider approach to organisational change.本文来自辣.文~论-文·网原文请找腾讯3249.114
Originality/value – The paper contributes to the need for ERP studies that go beyond technical implementation issues and which address associated complex change management.
Keywords Resource allocation, Innovation, Organizations, Change management, Information systems
Paper type Research papermatlab小波变换图像处理压缩应用
Introduction
Innovation and change management play an increasingly important role in sustaining
“leading  edge” competitiveness  for  organisations  in  times  of  rapid  change  and increased competition. “Discontinuous change requires discontinuous thinking. If the new way of things is going to be different from the old, not just an improvement on it, then we need to look at everything in a new way” (Henry, 1997).
This paper focuses on the implementation issues associated with the innovation of enterprise  resource  planning  (ERP) to  achieve  innovative  large-scale  change  in organisations. A number of issues arise. There is a need to address how both local and global issues  are influenced by  the implementation of a  common enterprise-wide
information technology (IT) application (Utecht et al., 2004; Ash and Burn, 2003; Lars,
2004). In relation to technology and processes many companies model the organisation and its processes, creating new process designs on an ongoing basis (Okrent and Vokurka,  2004). This modelling approach runs counter to the logic of blueprinting, which begins with ready-made templates, as in SAP, and then uses them as the basis
for configuring company designs (Stijn and Wensley, 2001; Kennerley and  Neely,2001).
Huang et al. (2003) argue that  although  ERP systems  have been progressively developed over at least a decade, the continual pace of change in organisations and their environments has resulted in “complex technical organisational, cultural and political issues.. . that have made the integration process a very challenging task”. The aim of this paper is to explore the organisational issues involved in implementing an ERP system  as  the main approach  to change management within  a large global organisation. There is a particular focus on the role of technology as either a driver or enabler for ERP induced change. A case based  research  approach is used which includes participant observation and semi structured interviews with all of the case management team.2437

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