Grabot / Mayère / Bazet ERP Systems and Organisational Change

A Socio-technical Insight
1. Auflage 2008
ISBN: 978-1-84800-183-1
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 214 Seiten

Reihe: Springer Series in Advanced Manufacturing

ERP (Enterprise Resource Planning) systems are now the backbone of the information systems in public and private sector organisations. Yet difficulties remain. This book provides a unique and comprehensive insight into ERP systems, from both a social and a technical viewpoint. Without trying to build an artificial consensus, several case studies are commented upon alternatively with a technical and social view, showing how the same facts can have different interpretations.

Prof. Bernard Grabot teaches production management, industrial organization and ERP systems at the National Engineering School of Tarbes, France. He is member of international research groups on 'knowledge-based enterprise' and has been involved in several projects on implementation of ERP systems, leading him to develop one of his research axes on the problem of implementation and adoption of these systems. He belongs to the Strategic Council that pilots the relationships between SAP and the French Universities for teaching purposes. Prof. Anne Mayère's teaching activities mainly concern project management, communication in organizations, the evolution of information and communication activities and information systems in contemporary firms. She is the Head of the research team 'Organizational Change, Communication and Quality' of the LERASS research laboratory, France, and her main research topics are on conditions of use of information technology in small and medium firms, and rationalization of information production and system design in contemporary firms. Dr Isabelle Bazet is Associate Professor in Information and Communication Sciences at the Institute of Technology, Tarbes, France. Her research interests focus on information and communication rationalization in organizations, with a specific emphasis on ERP systems, including a three-year research program concerning the relationship between organizational change and information system transformation in firms dealing with ERP implementation projects.

Autoren/Hrsg.

Grabot, Bernard

Mayère, Anne

Bazet, Isabelle

Inhaltsverzeichnis

1;Contents;6
2;1 The Mutual Influence of the Tool and the Organisation;11
2.1;1.1 Introduction;11
2.2;1.2 Integration Versus Communication;12
2.3;1.3 Unification Versus Interpretation;17
2.4;1.4 Alignment Versus Adaptability;18
2.5;1.5 New Developments in ERP Integration;19
2.6;1.6 References;20
3;2 ERP Systems in the Extended Value Chain of the Food Industry;23
3.1;2.1 Introduction;23
3.2;2.2 Research Methodology;25
3.3;2.3 Integrating the Extended Value Chain with ICT;26
3.4;2.4 The Food Industry as Extended Value Chain;27
3.5;2.5 Key Criteria for Integration Choices;32
3.6;2.6 Conclusions;33
3.7;2.7 References;34
4;3 Integrative Technologies in the Workplace: Using Distributed Cognition to Frame the Challenges Associated with their Implementation;37
4.1;3.1 The Integrative Logic of ERP Systems;37
4.2;3.2 Distributed Cognition: A Framework to Study Integrative Technologies;39
4.3;3.3 Mutating Artefacts, Mutating Work: The Case of Billing Services in a Hospital Environment;41
4.4;3.4 From Paper to Screen: Analysing the Change that Organisational Members Experienced;47
4.5;3.5 The Contribution of Distributed Cognition to the Study of Integrative Technologies in the Workplace;52
4.6;3.6 References;55
5;4 ERP Implementation: the Question of Global Control Versus Local Efficiency;57
5.1;4.1 Introduction;57
5.2;4.2 ERP and Information Production Design;58
5.3;4.3 ERP Combined with Business Process Re-engineering and Business Process Outsourcing: Re- designing the Organisation While Transforming its Information System;61
5.4;4.4 Contradictory Dynamics Relying on Local Employees and on Project Teams;63
5.5;4.5 Back to the Definition of Information and Knowledge Associated with ERP Design;65
5.6;4.6 Conclusion;66
5.7;4.7 References;67
6;5 Why ERPs Disappoint: the Importance of Getting the Organisational Text Right;69
6.1;5.1 Introduction;69
6.2;5.2 What is an Organisation (and What Is Its Basis in Communication)?;74
6.3;5.3 The Case Study;76
6.4;5.4 A Reconciliation of Texts?;82
6.5;5.5 Conclusion;92
6.6;5.6 References;93
7;6 Contradictions and the Appropriation of ERP Packages;95
7.1;6.1 Introduction;95
7.2;6.2 Views of Information and Communications Technology Appropriation Processes;96
7.3;6.3 Coping with Contradictions and ERP Packages;98
7.4;6.4 Discussion;102
7.5;6.5 Conclusion;105
7.6;6.6 References;106
8;7 Exploring Functional Legitimacy Within Organisations: Lessons to e Learnt from Suchman’s Typology. The Case of the Purchasing Function and SAP Implementation;111
8.1;7.1 Introduction: Revisiting Weber’s Bureaucratic Organisation. Challenging the Power of Functions and heir Quest for Legitimacy ithin Organisations;111
8.2;7.2 Suchman’s Contribution and Suchman’s Typology in the Debate on the Nature of Legitimacy;113
8.3;7.3 Putting Suchman’s Typology into Practice: an Analysis of the Legitimisation Process of a Purchasing Department During the Implementation of an ERP System;119
8.4;7.4 References;126
9;8 How to Take into Account the Intuitive Behaviour of the Organisations in the ERP?;129
9.1;8.1 The Enterprise: a Complex Mix of Various Trades Organised in Business Processes;129
9.2;8.2 Enterprise Resource Planning to Support Business Processes;131
9.3;8.3 EDME Company: a Real Industrial Example;132
9.4;8.4 Which Requirements for Business Processes in a Changing Environment?;135
9.5;8.5 Autonomy and Competition: the Performance Weight;137
9.6;8.6 Towards a Tool to Manage the Decision Processes Environment;139
9.7;8.7 How to Transform Authority in Performance Drivers;142
9.8;8.8 How to Take into Account the Intuitive Behaviour of the Organisations in the ERP?;143
9.9;8.9 References;146
10;9 Process Alignment or ERP Customisation: Is There a Unique Answer?;149
10.1;9.1 Introduction;149
10.2;9.2 The ERP as a Tool for Change Management;150
10.3;9.3 ERP Implementation and Business Process Alignment;154
10.4;9.4 Customisation of the ERP Package;158
10.5;9.5 Can Standard Processes or Customisation Bring a Competitive Advantage?;162
10.6;9.6 Conclusion;164
10.7;9.7 References;164
11;10 Process Alignment Maturity in Changing Organisations;167
11.1;10.1 Introduction;167
11.2;10.2 ERP: After the Project, the Post-project;168
11.3;10.3 Synthesis of ERP Surveys;171
11.4;10.4 Towards a Maturity Model for ERP “Good Use”;175
11.5;10.5 Organisational and Temporal Heterogeneousness of an Information System;179
11.6;10.6 Towards the Construction of a Learning Path;186
11.7;10.7 Conclusion;188
11.8;10.8 References;188
12;11 A Cross-cultural Analysis of ERP Implementation by US and Greek Companies;191
12.1;11.1 Introduction;191
12.2;11.2 Literature Review;192
12.3;11.3 Methodology;196
12.4;11.4 Case Analysis: Implementation and Discussion;196
12.5;11.5 Conclusions;200
12.6;11.6 References;208
13;Appendix Utilisation of Suchman’s Paper;211
14;Index;223