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Postimplementation Planning and Organizational Structure of Enterprise Resource Planning Systems.

机译：企业资源计划系统的实施后计划和组织结构。

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摘要

Globalization, rapid technological changes, and competitive pressures have resulted in company leaders' worldwide adopting of enterprise resource planning (ERP) systems to improve productivity and business operations and reduce costs in the post-implementation phase. The research addressed organizational leaders' inability to optimize their ERP systems to gain competitive advantages in the post-implementation phase. The study is important because ERP systems cost a substantial amount of money, time, and effort to implement, but companies are reaping less than half of the benefits. The purpose of this phenomenological study was to explore the lived experiences of ERP professionals regarding the key issues and challenges, the critical components, and the organizational structures of a post-implementation plan. Bertalanffy's general systems theory formed the conceptual framework for the study. Twenty participants completed interviews and described their personal experiences using ERP systems. The data analysis strategies included phenomenological reduction and synthesis, guided by Moustakas' modified Van Kaam method. The results indicated that inadequate training, security issues, and resource constraints were problems encountered in the phase, and that leaders should encourage cross-functional relationships, develop post-implementation plans, create user groups, and seek input from users when addressing post-implementation initiatives. The results of the study might impact social change by encouraging organizational leaders to promote the complete integration of people and technology when adopting ERP systems; these changes might result in improved business performance, knowledge sharing, user satisfaction, and increased productivity, extending the life and benefits of the system in the postimplementation phase.
机译：全球化，快速的技术变革和竞争压力已导致公司领导者在全球范围内采用企业资源计划（ERP）系统，以提高生产率和业务运营并在实施后阶段降低成本。该研究解决了组织负责人无法在实施后阶段优化其ERP系统以获得竞争优势的问题。这项研究很重要，因为ERP系统要花费大量金钱，时间和精力来实施，但是公司获得的收益不到一半。这项现象学研究的目的是探讨ERP专业人员在关键问题和挑战，关键组成部分以及实施后计划的组织结构方面的经验。贝塔朗菲的通用系统理论形成了研究的概念框架。二十名参与者完成了访谈，并介绍了他们使用ERP系统的个人经历。数据分析策略包括在Moustakas的改良Van Kaam方法的指导下的现象学还原和综合。结果表明，在该阶段遇到了不足的培训，安全问题和资源约束，领导者应鼓励跨职能的关系，制定实施后计划，创建用户组，并在解决实施后问题时寻求用户的意见倡议。该研究的结果可能会通过鼓励组织负责人在采用ERP系统时促进人员与技术的完全融合来影响社会变革。这些更改可能会导致改进的业务性能，知识共享，用户满意度和提高的生产率，从而在后实施阶段延长系统的寿命和收益。

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  • 作者

    Wilson, Charmaine V.;

  • 作者单位

    Walden University.;

  • 授予单位 Walden University.;
  • 学科 Business Administration General.;Information Science.;Information Technology.
  • 学位 D.B.A.
  • 年度 2012
  • 页码 284 p.
  • 总页数 284
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类 建筑科学;
  • 关键词

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