Enterprise resource planning (ERP) systems are characterized by specific features such as the scope of the ERP modules, interdependent relationships, single database and standard management and processing rules, all of which are capable of causing various degrees of change within the company and, potentially, encourage a more cross-functional overview of it. This paper develops a theoretical distinction between cross-functional integration and cross-functionality as it raises people's awareness of the transverse and coupled nature of work process across different organizational units. It aims to test and discuss the impact of ERP implementation strategy (organizational vision, process re-engineering, the scope of the ERP modules implemented and speed) on cross-functionality. The methodology is basically based on a survey of 100 French companies, of which the results are further discussed in five case studies. The results show that all previously mentioned factors play significant roles. These roles should be addressed in future research.

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La présente recherche repose sur l’analyse de 64 articles académiques francophones publiés dans les principales revues en Sciences de Gestion entre 1999 et 2012 et traitant les problématiques liées aux progiciels ERP. Dans une perspective cumulative de nos connaissances académiques, l’objectif de cette revue de la littérature est de faire un état des lieux de la recherche ERP francophone et de préciser à grands traits les diverses étapes clés qui l’ont ponctuée. Nous analysons les grandes caractéristiques de cette production en positionnant les 64 articles dans notre grille d’analyse inspirée du modèle théorique de Markus et Tanis. Nous interrogeons aussi la rigueur de la démarche théorique et méthodologique mobilisée en comparant avec les principales revues de la littérature anglo-saxonne. Nos résultats montrent que les travaux francophones et anglo-saxons 1) s’intéressent aux mêmes problématiques et abordent les mêmes thématiques avec plus d’attention sur celles de l’implémentation et 2) s’appuient sur une grande variété de réponses théoriques possibles pour étudier les problématiques organisationnelle et technique liées à l’ERP. En revanche, dans la démarche adoptée, on constate effectivement une spécificité de la communauté SI francophone avec un recours significatif aux méthodologies qualitatives. Nous proposons enfin des perspectives de recherches futures offrant ainsi à la discipline SI des voies d’investigation renouvelées dans le champ de recherche ERP.

Purpose -The purpose of this paper is to explore the concept of Cross-Functional Awareness (CFA) and to question how firm size influences the impact of ERP implementation strategies on CFA. Specifically, the paper questions whether size moderates the capability of the firm to achieve CFA. Design/methodology/approach -The authors developed and empirically tested a conceptual framework using the partial least squares structural equation modeling approach. This study gathered data from a sample of 45 French SMEs and 55 French large firms. Findings -The results show that ERP implementation strategies (flexibility, organizational vision, Business Process Re-Engineering, speed of implementation, and focus on core modules) have a direct positive relationship and, in large firms, an indirect relationship (via data quality improvement) with the emergence of CFA. The study also suggests that firm size moderates the resulting emergence of ERP-enabled CFA. The findings will help researchers understand the factors associated with ERP implementation and use that promote or inhibit successful use of ERP systems. Research limitations/implications -Similar to many published ERP surveys, the sample size is small. In addition, the authors examined CFA in the survey from the perspective of a single respondent per firm. Finally, there may be a cultural limitation linked to the respondents all being French firms. Practical implications -The findings will promote a better understanding of the concept of CFA and its benefits amongst managers, leading to increased productivity and efficiency with ERP. In particular, they will help practitioners identify and manage the right factors during ERP implementations. Originality/value -In the expanding world of Enterprise System research, this paper is significant in that it studies the effect of ERP implementation on CFA rather than investigating the factors affecting ERP implementation or the outcomes of ERP implementations. To the best of the knowledge, this is one of the few papers that theoretically articulates and empirically explores the concept of CFA, and tests the relationship between implementation strategy factors and CFA, including the moderating The current issue and full text archive of this journal is available at role of size in the context of ERP. The contribution shows that the firm size effect should be examined at the level of SMEs and larger firms separately, rather than at an overall level.

Part 3: Structures and NetworksInternational audiencePrior research provides conflicting insights about the link between investment in enterprise systems and firm value and in the ES governance mechanisms. The literature generally suggests that management should cultivate its technical and organizational expertise to derive value from currently deployed Enterprise Systems (ES) [8]. In the realm of practice, ERP vendors and configuration/integration partners strongly recommend the creation of an organizational structure to govern the ERP implementation and post-implementation process to improve project success and extract greater value from the ES investment. The ES literature, while unclear on the formation, and functioning of ES governance units, suggests the need for formal and fixed governance structures. This research utilizes Deleuze’s assemblage theory and emergence theory to explain the genesis and evolution of the governing ‘structure’ known as the Competency Center (CC). Our results illustrate the business needs driving the structuring processes behind the CC, are also those that lead to unintended and destabilizing outcomes. Whether the CC ‘assemblage’ survives to provide value depends on how the emergent issues are handled and how the assemblages are “positioned”. This research suggests effective ES governance is not derived from a prescribed step-wise process yielding formal structures, but rather form an organic process of assemblage