The literature indicates that three key social enablers—strong and committed leadership, open and honest communication, and a balanced and empowered implementation team—are necessary conditions/precursors for successful ERP implementation. In a longitudinal positivist case study, we find that, while all three enablers may contribute to ERP implementation success, only strong and committed leade...

In November 2000, on one of those bright and sunny days typical for northern China’s winter, the managing director of GEARBOX (China) Ltd. (pseudonym) glances over the new manufacturing facilities erected next to the shimmering office building to meet the expected growth in Chinese domestic demand for GEARBOX’s products. Essentially being a duplicate of GEARBOX’s existing production facilities,...

In this paper, we show that the planning and decision-support capabilities of the MPC (Manufacturing Planning and Control) system, which forms the core of any ERP (Enterprise Resource Planning) package, may be substantively enhanced by including a Decision Support Module (DSM) as an add-on at the midterm planning level. This DSM, called Advanced Resource Planning (ARP), serves as parameter sett...

In the 1990s there was considerable growth in implementations of Enterprise Resource Planning (ERP) Systems. Companies expected these systems to support many of the day to day business transactions. The growth in ERP implementations had a resultant impact on the demand for ERP skills. Many universities recognized this demand and the potential of using ERP Systems software as a teaching tool, an...

ERP (Enterprise Resource Planning) systems are characterised by particular features such as functional coverage, interdependent relationships, single database and standard management and processing rules; all of which are capable of bringing about various degrees of change within the company and, potentially, encourage a more cross-functional overview of it. However, few quantitative studies ha...

A clearly defined ERP strategy is vital for success with ERP investments. This research is a reference guide for IT professionals and business users analyzing the key considerations that underpin an effective ERP strategy.

Srmrmer_v Event-related brain potentials (ERPs) werc recorded during an incidental lcarning paradigm. Recall and recognition were better for words inir ial ly presented in tasks requir ing semantic decisions ( i .e.. ' is i t l iv ing?'or ' is i t edible?') than for words in tasks rer;uiring non-semantic decisions. ERPs elicited during performance of thesc tasks were predictive of subsequent me...

Requirements engineering is an important component of Enterprise Resource Planning (ERP) projects. We propose: (1) An ERP maturity model (EMM) for assessing the ERP maturity within the organization and (2) A Requirements Engineering (RE) method to capture the requirements from the different types of users of an ERP system, verifying and validating them. The EMM consists of three levels and each...

This chapter describes enterprise resource planning (ERP) systems as a fundamental tool in the intelligent enterprise and therefore, constitutes an important element for knowledge management. The definition of these systems, their main characteristics and the historical evolution are presented. The ERP market and market trends are described, with special emphasis on the usage of the Internet as...

Management and implementation of Enterprise Resource Planning (ERP) systems have tended to concentrate on their transactional and record-keeping aspects, rather than on their decision-support capabilities. This paper explores connections between ERP systems and decision support based on the perceptions of 53 ERP system adopters. It offers new insights into the important objectives that are (and...