This paper reports on a comparative case study of 13 industrial firms that had implemented an enterprise resource planning (ERP) system. Firms were compared based on their dialectical learning process. All firms had to overcome knowledge barriers of two types: those associated with the configuration of the ERP package, and those associated with the assimilation of new work processes. We examined the mechanisms through which firms attempted to overcome each type of knowledge barrier. We also observed different ERP implementation approaches: piecemeal and concerted. In the former approach, firms concentrated on the technology first and on process changes second. In the latter approach, both the technology and the process changes were tackled together. The learning challenges associated with each of these approaches were found to be different. Keywords: Enterprise Resource Planning, Process Theory, IT implementation, Dialectics of Change, Organizational Learning. ii 3 1. INTRODUCTION ...

This paper argues for a return to fundamentals as we enter the new millennium. It argues that the field of Information Systems should no longer be distracted from its natural locus of concern and competence, or claim more than it can actually achieve. More specifically, and as a case in point, we eschew IT-enabled Knowledge Management, both in theory and in practice. We view Knowledge Management as the most recent in a long line of fads and fashions embraced by the Information Systems community that have little to offer. Rather, we argue for a refocusing of our attention back on the management of data, since IT processes data- not information and certainly not knowledge. In so doing, we develop a model that provides a tentative means of distinguishing between these terms. This model also forms the basis for on-going empirical research designed to test the efficacy of our argument in a number of case companies currently implementing ERP and Knowledge Management Systems.

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 to analyse ERP implementation in Case Studies in order to provide an implementation framework which maximises efficiencies. In this paper we argue that the concept of an ERP implementation is not a generic concept, and we present a taxonomy of ERP implementation categories. The evidence for the taxonomy is drawn from previous studies and from a series of structured interviews with practitioners who are expert in ERP implementation. We further argue that understanding the differences between these categories is crucial if researchers are to do case study research of ERP implementation; otherwise, comparisons are being made between ERP implementation projects which are essentially incommensurate. Conclusions based on incommensurate cases are inherently invalid. The taxonomy of implementation categories is also presented as a tool for implementation managers to delineate the scope of an ERP implementation project prior to in depth specification of the project processes.

The paper evaluates the application service provider (ASP) business model. It draws from a large scale research program funded by the European Union and Engineering and Physical Sciences Research Council (EPSRC), into the emerging ASP industry where software is delivered as a service, priced on a per-seat, per month basis. Tracking a taxonomy of ASPs (pure-play, vertical, horizontal, enterprise and enabler) through longitudinal case study research, the paper suggests that two major inhibitors have contributed to the slow growth of this market. The first is economic conditions evidenced by the dot.com downturn, and the second is lack of education in the potential customer marketplace. The paper tracks the strategies of two major players within the ASP industry: Cable & Wireless, a traditional UK telecoms company moving into the IP market, and Jamcracker, a recently established US enterprise web services company. Through careful evaluation of key performance indicators (KPIs) for evaluating ASPs and customer perceptions of the software-as-a-service proposition (and e-business broadly conceived), the paper argues what integration of applications will be the major challenge if the ASP business model is to survive in the overcrowded and intensely competitive e-business sector.

Abstract-Enterprise Resource Planning (ERP) systems are integrated, enterprise-wide systems that provide automated support for standard business processes within organisations. They have been adopted by organisations throughout the world with varying degrees of success. Implementing ERP systems is a complex, lengthy and expensive process. In this paper we synthesise an ERP systems implementation process model and a set of critical success factors for ERP systems implementation. Two case studies of ERP systems implementation, one in Australia and one in China are reported. The case studies identify which critical success factors are important in which process model phases. Case study analysis then explains the differences between the Australian and Chinese cases using national cultural characteristics. Outcomes of the research are important for multinational organisations implementing ERP systems and for consulting companies assisting with ERP systems implementation in different countries. I.

The need for an integrated enterprise-wide set of management information pronounced Data Warehousing the ‘hot topic’ of the early-to-mid 1990’s, however, it became unfashionable through the mid-to-late 1990s, with the approach of Y2K and the widespread implementation of ERP (Enterprise Resource Planning) systems. However, in recent times, the re-emergence of Data Warehousing, coupled with ERP implementations, to address the limitations and unrealised benefits of ERP systems in the area of reporting, provides researchers and managers with new challenges. This paper lays the foundation for a model of organisational prerequisites for enterprise-wide integration projects. The model is aimed at the ‘Intelligence ’ phase of managerial decision making for such projects and should help managers assess their organisation’s readiness for ERP and data warehousing projects.The main objective of the paper is to present a literature-based model which lists the key prerequisites that organisations should assess prior to undertaking these expensive projects.

This paper considers the emerging application service provider (ASP) industry which represents the third wave in global IT outsourcing (Currie 2000a). This is fundamentally different from first wave, traditional service bureau outsourcing, and second wave, enterprise system outsourcing. ASPs offer a new business model in the form of application outsourcing (AO), enabling large and midsize customers to rent business critical software applications which run over the Internet or a local area network. The utility model offered by ASPs is an attractive value proposition for companies since it may lower their total cost of ownership (TCO) of IT and enable them to scale their business according to their own timescales. The market for branded application outsourcing services is expected to grow to $21 billion by 2001. This paper draws from the findings of a large-scale empirical study on the ASP industry in the US and Europe. It develops an analytical framework in the form of a taxonomy of ASPs, and evaluates their strategies for deploying, hosting, managing and pricing applications on behalf of their customers. Using case study research into pure play, enabler, enterprise, vertical, and horizontal ASPs, the paper seeks to evaluate the opportunities and pitfalls of the ASP business model. It argues that simple choices concerning outsourcing or insourcing are irrelevant in the ASP model, since many SMEs, dot.coms and start-up firms, alike, all of which are seeking hyper-growth, are precluded from sourcing IT capabilities and skills in short time scales- unless they outsource.

Abstract: Large organisations, in particular multi-national corporations, have been at the forefront of the ERP movement since its origins. They have used these highly integrated systems as a way to achieve greater levels of standardisation of business processes across sites and greater centralisation of IT resources. The most common scenario for an ERP implementation in a large multi-national firm is the phased roll-out, whereby the modules of the application are implemented in all the sites in a series of waves. A standard implementation, as designed by Headquarters, is replicated in each site. This standard implementation uses a base configuration, sometimes referred to as a template or blueprint, which cannot be deviated from in any of the sites. These monolithic implementations can be quite traumatic for individual sites where local practices, sometimes quite well established and rich in organizational learning, must be abandoned. This may lead to large scale organisational problems, which must be ironed out if the full potential of the enterprise-wide system is to be obtained. In an attempt to tease out the issues in the global implementation of ERP systems, we carried out a number of case studies at Irish manufacturing sites of multinational firms where management sought ways to defend their hard won local reputation for excellence and efficiency in the face of changes to the organisation due to a corporate ERP implementation. Our study indicates that local managers are given too little scope and time to adequately adapt the template to their site and that the risk of productivity loss is quite high, at least in the short term. We conclude that mechanisms must be put in place to better understand how to accommodate local specificities whilst enforcing the required level of standardisation. Keywords: ERP, Multi-national firms, IT strategy, Roll-out, IS implementation. 1.

Approved by the head of the department of Management _____/____ _ 200_ _ , and awarded the grade___________________________________________________ This study investigates the selection of Enterprise Resource Planning (ERP) software and the success of their acquisition process in wholesale companies. The objective of the theoretical part of this study is to examine ERP software acquisition from packaged software acquisition point of view and to construct a framework for analyzing ERP software acquisitions. The objective of the empirical part of this study, then, is to investigate the criteria and process used in the ERP software selection and the success of the ERP software acquisition process in wholesale companies. In the theoretical part of this study, a framework for analyzing ERP software acquisitions is proposed on the basis of a pilot study and review of prior research. This framework is operationalized into a research questionnaire that is used in a survey among Finnish wholesale companies reported in the empirical part of the study. The survey was conducted in cooperation with two Finnish trade unions, The Association of

Electronic commerce is a powerful tool for improving efficiency among small and medium sized enterprises (SMEs). However, lack of skills and resources among most SMEs create a hindrance in implementing new EC applications. Therefore, co-operation and joint development are essential. Sometimes even competing companies need to join their forces in order to better serve their clientele. In this paper, we approach the practice of networking through a case study in the business-to-business trade. The case describes and analyses an industry wide electronic ordering system for car part wholesalers and dealers in Finland. We discuss the requirements and conditions, where competitive cooperation is possible, and suggest directions for future development of a theoretical model. Keywords: Electronic Commerce, Small and Medium Sized Enterprises, Networking, Competitive co-operation 1. Introduction Competitive opportunities exist for also smaller firms in the era of electronic commerce (EC) if the...