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Evaluation of socio-organizational environment of ERP projects

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Języki publikacji
EN
Abstrakty
EN
The paper presents the method supporting analysis and evaluation of organizational and socio-psychological issues of ERP projects. It is based on socio-organizational implementation determinants (SOID) model. The aim of the study is to assess the usefulness of this model for evaluation - and consequently improvement - of this critical aspects of ERP implementation projects. SOID consists of over 160 elements influencing the effectiveness of ERP implementation projects. They all deal with human aspects of system projects and can be embraced in three categories: enterprise culture, project management and knowledge management. The methodology of SOID application is outlined. Then, based on a case study of Polish company, possible utilization of its results for project development sake is described.
Twórcy
autor
  • Jagiellonian University, Department of Management in Tourism, Prof. S. Łojasiewicza 4, 30-348 Kraków, Poland, phone: +48 12 664-55-79, sebastian.kopera@uj.edu.pl
Bibliografia
  • [1] Beynon-Davies P., Information Systems Development: an Introduction to Information Systems Engineering, WNT, Warsaw, 2004.
  • [2] Vinod K., Maheshwari B., Kumar U., An Investigation of critical management issues in ERP implementation: empirical evidence from Canadian organizations, Technovation, 23, 793-807, 2003.
  • [3] Katzenbach J.R., Smith D.K., The Wisdom of Teams. Creating the High-Performance Organization, Harper Business Essentials, New York, 2003.
  • [4] Holland C.P., Light B., A Critical Success Factors Model for ERP Implementation, IEEE Software, May/June 1999.
  • [5] Volkoff O., Enterprise System Implementation: a Process of Individual Metamorphosis, American Conference on Information Systems, 1999.
  • [6] Hong K-K., Kim Y-G., The Critical Success Factors for ERP Implementation: an Organizational Fit Perspective, Information and Management, 40, 25-40, 2002.
  • [7] Kliem R.L., Ludin, I.S., The people side of project management, Gower, Cambridge, 1994.
  • [8] Kotter J.T., Leading Change: Why Transformations Efforts Fail, Harvard Business Review, MarchApril, 1995.
  • [9] Robbins H., Finley M., Why teams don’t work. What went wrong and how to make it right, BerretKoehler Publishers, Inc., San Francisco, 2000.
  • [10] Hammer M., Stanton S., How Process Enterprises Really Work, Harvard Business Review, NovemberDecember, 1999.
  • [11] Carnall C., Managing change in organizations, Prentice Hall, London 1995.
  • [12] Al-Mashari M., Zairi M., BPR implementation process: an analysis of key success and failure factors, Business Process Management Journal, 5, 1, 1999.
  • [13] Betz F., Managing Technological Innovation. Competitive Advantage from Change, John Wiley & Sons, Inc., New York, 2011.
  • [14] Manwami S., IT Enabled Business Change, The British Computer Society, Swindon 2008.
  • [15] Lientz P.B., Rea K.P., Breakthrough Technology Project Management, Academic Press, San Diego, 2001.
  • [16] Markus M.L., Tanis C., The Enterprise System Experience - from Adoption to Success, in: Zmud R.W. (Ed.), Framing the Domains of IT Research: Glimpsing the Future Through the Past, Pinnaflex Educational Resources Inc., Cincinnati 2000, pp. 173-207.
  • [17] Laughlin S.P., An ERP Game Plan, Journal of Business Strategy, 1999, pp. 32-37.
  • [18] Kopera S., The Model of Socio-Organizational Determinants of ERP Implementation Process, Research papers of Technical University of Lodz “Organization and Management”, Lodz, 2006.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-article-BAR0-0066-0003
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