ERP II (ERP/2) systems is a new concept introduced by Gartner Group in 2000 in order to label the latest extensions of the ERP-systems. The purpose of this paper is to explore the next-generation of ERP systems, the Extended Enterprise Resource Planning (EERP or as we prefer to use: eERP). The results of the paper are threefold: First a conceptual framework for eERP is established. Secondly, th...

Public sector organizations are treated in a different manner, as Information technology/information system has become necessity in a highly competitive environment. Importance of information systems is becoming more and more vital as the global technology adoption is in progress. ERP projects are considered as one of the most important and critical area of technology especially in public secto...

This paper presents a novel way of thinking about how information systems are used in organisations. Traditionally, computerised information systems are viewed as objects. In contrast, by viewing the information system as an actor, the understanding of the structuration process increases. The user, being influenced by the ERP (Enterprise Resource Planning) system and giving it an actor role, th...

Contemporary workflow management systems are driven by explicit process models, i.e., a completely specified workflow design is required in order to enact a given workflow process. Creating a workflow design is a complicated time-consuming process and typically, there are discrepancies between the actual workflow processes and the processes as perceived by the management. Therefore, we propose ...

The aim of this paper was to evaluate the risk level for both intra-organizational cultures and for different industries in implementing an enterprise resource planning (ERP) system. This study adopts the Fuzzy Analytic Network Process (FANP) method to assess ERP implementation risks, which were categorized into four dimensions: management and execution, software system, users, and technology p...

Enterprise resource planning (ERP) systems are highly complex information systems. The implementation of these systems is a difficult and high cost proposition that places tremendous demands on corporate time and resources. Many ERP implementations have been classified as failures because they did not achieve predetermined corporate goals. This article identifies success factors, software selec...

Enterprise Resource Planning (ERP) software system integrates key business and management processes within and beyond a firm’s boundary. While the business value of ERP implementations have been extensively debated in IT trade periodicals in the form of qualitative discussion or detailed case studies, there is little large sample statistical evidence on who adopts ERP and whether the benefits o...

Enterprise Resource Planning (ERP) systems are enterprise wide systems which, because of their integration, automate all of a company's business processes. They have rapidly become the de facto industry standard for replacement of legacy systems. Because there is evidence that the overwhelming majority of ERP implementations exceed their budget and their time allocations, researchers have begun...

In this position paper we present and defend a set of statements regarding ERP procurement. The statements highlight the importance of ERP procurement processes and propose that they should be as well-defined and systematic as possible. For this reason, we advocate the use of formal notations for structuring the criteria used during ERP selection, for describing ERPs with respect to these crite...

Despite the tremendous popularity and great potential, the field of Enterprise Resource Planning (ERP) adoption and implementation is littered with remarkable failures. Though many contributing factors have been cited in the literature, we argue that the integrated nature of ERP systems, which generally requires an organization to adopt standardized business processes reflected in the design of...