Analysing the impact of enterprise resource planning systems roll-outs in multi-national companies

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dc.contributor.author Carton, Fergal
dc.contributor.author Adam, Frédéric
dc.date.accessioned 2018-08-09T11:08:01Z
dc.date.available 2018-08-09T11:08:01Z
dc.date.issued 2003-06
dc.identifier.citation Carton F. and Adam F. (2003) 'Analysing the Impact of Enterprise Resource Planning Systems Roll-outs in Multi-National Companies', Electronic Journal of Information Systems Evaluation, 6(2), pp. 21-32. en
dc.identifier.volume 6 en
dc.identifier.issued 2 en
dc.identifier.startpage 21 en
dc.identifier.endpage 32 en
dc.identifier.issn 1566-6379
dc.identifier.uri http://hdl.handle.net/10468/6593
dc.description.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. en
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.publisher Academic Conferences and Publishing International (ACPI) en
dc.relation.uri http://www.ejise.com
dc.rights © Academic Conferences Ltd. This Journal is licensed under a Creative Commons Attribution-NoDerivatives 4.0 International License. en
dc.rights.uri http://creativecommons.org/licenses/by-nd/4.0/ en
dc.subject Enterprise resource planning en
dc.subject ERP en
dc.subject Multi-national firms en
dc.subject Information systems en
dc.subject IT strategy en
dc.subject Roll-out en
dc.subject IS implementation. en
dc.title Analysing the impact of enterprise resource planning systems roll-outs in multi-national companies en
dc.type Article (peer-reviewed) en
dc.internal.authorcontactother Frederic Adam, Business Information Systems, University College Cork, Cork, Ireland. +353-21-490-3000 Email: fadam@afis.ucc.ie en
dc.internal.availability Full text available en
dc.date.updated 2018-08-09T11:03:46Z
dc.description.version Published Version en
dc.internal.rssid 17503893
dc.description.status Peer reviewed en
dc.identifier.journaltitle Electronic Journal of Information Systems Evaluation en
dc.internal.copyrightchecked No !!CORA!! en
dc.internal.licenseacceptance Yes en
dc.internal.IRISemailaddress fadam@ucc.ie en


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