英语论文网

Abstract
英国留学生企业资源规划毕业论文 Purpose – To develop an analytical framework through which the organizational cultural dimension of enterprise resource planning (ERP) implementations can be analyzed.
Design/methodology/approach – This paper is primarily based on a review of the literature.
Findings – ERP is an enterprise system that offers, to a certain extent, standard business solutions. This standardization is reinforced by two processes: ERP systems are generally implemented by intermediary IT organizations, mediating between the development of ERP-standard software packages and specific business domains of application; and ERP systems integrate complex networks of production divisions, suppliers and customers.
Originality/value – In this paper, ERP itself is presented as problematic, laying heavy burdens on organizations – ERP is a demanding technology. While in some cases recognizing the mutual shaping of technology and organization, research into ERP mainly addresses the economic-technological rationality of ERP (i.e. matters of effectiveness and efficiency). We want to supplement and complement this perspective with a cultural approach. How do individuals in organizations define and experience ERP-standards? How and to what extent are management and working positions redefined in the process of developing and implementing ERP? In the paper, we highlight three perspectives from which ERP systems can be experienced, defined and analyzed. These perspectives are specified as the “constitution” of ERP, ERP as a “condition” of organizations, and the (unintended)“consequences” of ERP.

Keywords Manufacturing resource planning, Organizational culture, Standardization, Social factors

Paper type Conceptual paper
A demanding technology recent case description reports a major enterprise resource planning (ERP) implementation at Nestle´, a multinational Switzerland-based consumer goods corporation (see www.CIO.com, a web site for Chief Information Offer’s related taco Magazine). The implementation involves an initial $200 million contract with SAP and an additional $80 million for consulting and maintenance. With this investment Nestle´ wants to centralize a conglomerate that owns 200 operating companies and subsidiaries in 80 countries. The report cites a business analyst who downgraded her recommendation on Nestle´ stock. She is skeptical about a project of this magnitude, because “[I]t touches the corporate culture, which is decentralized, and tries to centralize it [. . .] that’s risky. It’s always a risk when you touch the corporate culture”. The responsible CIO of Nestle´ also is very aware of the risky nature of ERP, and warns:“[I]f they go in with an attitude that there’s not going to be resistance and pain, they’re going to be disappointed”. This CIO has learned the hard way that “no major software implementation is really about the software. It’s about change management”. She stresses in particular that “when you move to SAP, you are changing the way people work [. . .] you are challenging their principles, their beliefs and the way they have done things for many, many years”.
This account of ERP stands in sharp contrast with the rhetoric that guided the introduction and distribution phases in the development of enterprise systems. In themid-1990s, when many organizations jumped on the ERP bandwagon, ERP was advoca本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。