ERP‐Supported Teamworking in Danish Manufacturing?

Koch, Christian; Buhl, Henrik

doi:10.1111/1468-005x.00086

Cited by 39 publications

(44 citation statements)

References 7 publications

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“…Koch and Buhl's (2001) study of 24 cases using ERP as well as self-managing teams, which are a hallmark example of a decentralized organizational approach, can serve to underpin this statement. In all, but one case, both changes were not aligned and initiated separately.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

“…Another example of ambivalent and unintended effects of ERP implementation is presented by Koch and Buhl (2001). They present an example of self-managing teams and ERP-systems: the former are an exponent of an organizational decentralization policy, whilst the latter entail centralization of information and therefore often decision-making powers.…”

Section: Job Content and Erp-systemsmentioning

confidence: 99%

“…5;and New Technology, Work and Employment, Benders et al, 2006, No. 3;and Koch and Buhl, 2001;Hall, 2002;Elmes et al, 2005;McAdam and Galloway, 2005). These studies indicate that ERPs affect the way that organizations are structured, job content, the distribution of control and authority, and the types of skills needed (Hall, 2002, Hall, 2005.…”

Section: Introductionmentioning

confidence: 97%

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ERP‐systems and job content: a case study of HR‐assistants

Benders

Schouteten

Kadi³

2009

Personnel Review

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Purpose -The purpose of this paper is to gain insights into the effects of an enterprise resource planning (ERP)-implementation on job content. Design/methodology/approach -Data are collected using a qualitative expert instrument (WEBA) and a questionnaire (NOVA-WEBA) among HR-assistants in a case study in the Dutch hospitality industry. Findings -Contrary to what one might expect, the introduction of an ERP-system does not automatically result in a more centralized organization: in granting local authorizations user/employee job decision latitude is affected c.q. realized. However, even when a decentralization policy is pursued as is the case in our study, job decision latitude is not necessarily enhanced. This is partly caused by ERP-related changes such as increasing standardization of operational procedures and data entry requirements, and partly by organization-specific developments in how tasks get assigned to jobs. Research limitations/implications -The configuration of ERP-systems varies by organization, and is largely a matter of organizational choice. The case is unique, as is indeed any case. Practical implications -Insights into ERP's effects can help organizations achieve better designed jobs. Pre-implementation simulations of effects can help steering towards desired outcomes. Originality/value -The paper provides useful insights into the effects of an ERP-implementation on job content through a case study of HR-assistants.

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Section: Conclusion and Discussionmentioning

confidence: 99%

Section: Job Content and Erp-systemsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 97%

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ERP‐systems and job content: a case study of HR‐assistants

Benders

Schouteten

Kadi³

2009

Personnel Review

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“…However, in their study of the influence of ERP upon team working, Koch and Buhl [2001] found that team working, across departments, was not reinforced though ERP adoption. Against this backdrop we were keen to revisit this relationship, in the context of ERP adoption amongst Chinese manufacturing companies.…”

Section: The Impact Of Erp / Strategy Upon Horizontal Integrationmentioning

confidence: 97%

An holistic approach to understanding the changing nature of organisational structure

Doherty

Champion²,

Wang³

2010

Information Technology &Amp; People

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“…Moreover, 70% of ERP implementations did not meet the expected benefits [11]. In fact, an ERP project not only has a tendency to become costly to implement but also involves a productivity stemming from disruptions in operations and conflicts among individuals within the organizations [12][13][14]. Despite the documentation on both sides, one set espouses the benefits of a successful implementation and the other discusses the costly risks associated with the poor implementation of an ERP system…”

Section: Introductionmentioning

confidence: 99%

The Effects of Industry Classification on a Successful ERP Implementation Model

2016

J Inf Process Syst

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Organizations in some industries are still hesitant to adopt the Enterprise Resource Planning (ERP) system due to its high risk of failures. This study examined how industry classification affects the successful implementation of the ERP system. To achieve this goal, we reinvestigated the existing ERP Success Model that was developed by Chung with the data from various industry sectors, since Chung validated the model only in the engineering and construction industries. In order to test to see if the Chung model can be applicable outside the engineering and construction industries, the relationships between the ERP success indicators and the critical success factors in the Chung model and those in the sample data collected from ten different industry sectors were compared and investigated. The ten industry sectors were selected based on the Global Industry Classification Standard (GICS). We found that the impact of success factors on the success of implementing an ERP system varied across industry sectors. This means that the success of ERP system implementation can be industry-specific. Thus, industry classification should be considered as another factor to help IT decision makers or top-management avoid ERP system failures when they plan to implement a new ERP system.

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ERP‐Supported Teamworking in Danish Manufacturing?

Cited by 39 publications

References 7 publications

ERP‐systems and job content: a case study of HR‐assistants

ERP‐systems and job content: a case study of HR‐assistants

An holistic approach to understanding the changing nature of organisational structure

The Effects of Industry Classification on a Successful ERP Implementation Model

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