Introducing the ERP system into enterprises: The examination of its impacts on key organizational variables

• Main Authors: Chun-Ta, Wu, 吳俊達
• Other Authors: Ying-wei Shee
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/24530518167172144237

碩士 === 國立暨南國際大學 === 資訊管理學系 === 92 === Introducing the ERP system into enterprises: The examination of its impacts on key organizational variables Name：Chun-Ta, Wu Advisor：Dr. Ying-wei Shee Abstract A multi-case study was conducted to examine the impacts on key organizational variables resulting from the implementation of ERP. Although many issues have been studied extensively, we found, through many literature reviews of diverse ERP projects, more efforts are devoted to issues such as business performance, critical success factors, or root cause analysis on disastrous cases. It has brought to our attention that the lack of analysis and discussion on the impacts of organizational changes due to ERP implementation. To construct an overall viewpoint of various impacts, this study exploits five key organizational variables adopted from the 7-S model (Waterman Jr. et al, 1980). These five key variables are Strategy, Structure, System, Human Factor and Skill. Meanwhile, the Resources-Based Theory and the relationship between IT and business will be used as the base to derived questionnaires for further evaluation of the impacts on different variables. Each evaluation is done from the perspective of organizational resources, resources integration and the supporting activities. To further illustrate the impacts, we have selected not only two manufacture companies that have implemented ERP system but also two ERP software vendors that have offered consultant service as our observational target. Through the process of interview and data collection, we infer five important conclusions: (1) Strategy: ERP system relies on organization’s information repository as well as its core competency to accomplish strategic, goals and develop competitive advantage. (2) Structure: a flexible information and organizational structure is recommended. Highly experienced and skilled staffs are needed to support the information infrastructure, and the people-rule culture will facilitate a flexible organization. (3) System: process and procedure are the keys to coordinate organizational structure and its staffs. They are also keys to successfully implement strategies and achieve goals. When enterprises introducing ERP system, they usually refer to the “Best Practices” established by industry leaders or the implementing experience offered by ERP supplier. Meanwhile, they pay much attention to educational courses and its system. (4) Human Factor: the organizational culture needs to be managed through the collaboration between managers and employees. IT staffs are responsible for the system implementation and they should take the opportunity to learn multi-domain knowledge and to develop their own expertise. It is very likely that the IT group will raise its visibility across the organization as the result of successful implementation, (5) Skill: ERP is a foundation for knowledge management. Its implementation needs to be carefully planned, evaluated, and executed by skilled professional. (6)Influence between variables: Strategy influences an organization’s daily operation. Acquirement of ERP system triggers the pushing sequence of four units differently. (7) Entire impacts of ERP system: Integration is the essence of ERP implementation. It brings positive impacts to organization from the standpoints of resources, integration and support. Ultimately, through the process of integration, organization stays competitive.