Annotated Bibliography on "ERP Systems Bibliography Bendoly, E., Rosenzweig"

Annotated Bibliography 10 pages (2900 words) Sources: 30

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ERP Systems Bibliography

Bendoly, E., Rosenzweig, E., & Stratman, J.. (2009). The efficient use of enterprise information for strategic advantage: A data envelopment analysis. Journal of Operations Management, 27(4), 310.

This article contends that the greatest contributions enterprise systems make to companies using them is the financial performance gains from process improvement. Using case studies to construct a data envelopment analysis

(DEA), the researchers completed an analysis of efficient information use.

The results indicate that the greater the efficiency of information use throughout an organization, the greater the profitability. The researchers are quick to point out their analysis is based on the Compustat profitability metrics. In addition, the quantifying of operational effectiveness as shown by key performance indicators (KPIs) captured from lean manufacturing initiatives correlate to more effective financial performance over time. The study concludes that role-based ERP systems deliver valuable insights into the performance of firms over time compared to more functionally defined organizational structures.

Guido Capaldo, & Pierluigi Rippa. (2009). A planned-oriented approach for EPR implementation strategy selection. Journal of Enterprise Information Management, 22(6), 642-659.

Defining the key success factors (KSFs) for a successful ERP implementation from a social, technical, and organizational perspective is the intent of this analysis. The authors contend that change management is the most critical, and often the missing component of any new ERP planning strategy.

Using a series of interviews, focus groups and collaborative research efforts to gain insights into the metrics companies use to measure change management success or failure, the researchers found that adoption rates is correlated to time spent designing the initial system by users. In other words, the greater the voice users had in system design the more likely they had ownership and were willing to change how they did their daily jobs to use the new ERP system. Using a methodology based on attitudinal scaling the researchers also sought to find the factors that most contribute to dissatisfaction. The lack of flexibility in ERP systems, and reporting inaccuracies were by far the greatest of these.

Chen, K., Razi, M., & Tarn, J.. (2009). Empirical assessment of ERP learning effects. Human Systems Management, 28(4), 183.

The authors contend that the higher education programs that set as their objective the teaching of core ERP concepts lack a scalable and effective teaching and educational framework. The lack of a framework leads to a teaching mentality that does not reinforce long-term learning, only motivating short-term memorization.

The article contends that a framework that can nurture and grow autonomy, mastery, and purpose in the development of an ERP teaching framework will stand a far better chance of enabling long-term learning. The authors also contend that having a learning framework capable of scaling or being a scaffold for individualizing learning is also critically important to its long-term success.

Cheung, W., Maropoulos, P., & Matthews, P.. (2010). Linking design and manufacturing domains via web-based and enterprise integration technologies. International Journal of Computer Applications in Technology, 37(3/4), 182.

Time-to-market and the reduction of operating costs are critically important for any manufacturer competing in today's global economy. The intent of this article is to define how the concepts behind Product Lifecycle Management (PLM) and Product Data Management (PDM) when managed as part of an ERP system, can contribute to greater levels of competitive and profitability. The focus of the research is on bridging the gap between design ideas and production efficiency over time.

A case study is presented that illustrates how manufacturers are using more efficient approaches to knowledge management o streamline the design-to-production process and enabling greater cost savings as a result. In addition, there is the payoff of having greater time-to-market for critical product designs. These factors when taken together lead to higher level of productivity over time.

Shahin Dezdar, & Ainin Sulaiman. (2009). Successful enterprise resource planning implementation: taxonomy of critical factors. Industrial Management + Data Systems, 109(8), 1037-1052.

Structured as a literature review of existing published research, the intent of this article is to create a taxonomy that captures the top seventeen Critical Success Factors (CSFs) that are necessary for planning, implementing, and managing an ERP system globally. This article is more of a compilation of previous research and less of a research effort with a specific empirically defined methodology as a result.

The authors rely on a content analysis-based methodology for managing the synthesis of all the secondary research cited in the paper. Using the steps of data collection, open coding, axial coding, and selective coding the authors successfully construct a new taxonomy based on the insights gained. The outcome of the research was that the seventeen CSFs were assigned into five main categories, which will guide researchers' efforts in the future and make content more accessible for use across this field of study.

Prasanta Kumar Dey, Benjamin Thomas Clegg, & David J. Bennett. (2010). Managing enterprise resource planning projects. Business Process Management Journal, 16(2), 282-296.

There is significant risk in the planning, implementation, and ongoing use of any ERP system. The authors of this article have created a risk management framework specifically focused on how to mitigate known risk while overcoming potentially catastrophic and unforeseen ones. As many CIOs in today's uncertain economic climate are reluctant to even add to much less launch entirely new ERP systems, a risk management matrix is needed for companies to move forward and attain greater levels of performance. That is one of the key foundational elements the authors point to in defining a risk management framework.

The authors define a process-driven approach to defining risk in a six-step model, incorporating factors that are organizational, technical, and social into their analysis. The intent is to create a framework that can effectively scale across the lifecycle of an ERP system over time.

Dittrich, Y., Vaucouleur, S., & Giff, S.. (2009). ERP Customization as Software Engineering: Knowledge Sharing and Cooperation. IEEE Software, 26(6), 41-47.

The continual efforts in the part of companies to customize their ERP systems to their specific needs often end with very costly professional services fees from their ERP providers escalating their total cost of implementation. The intent of this analysis is to revaluate just how effective these customizations are in the short- and long-term, and also determine the financial value of doing them as well.

The authors have constructed a framework for evaluating the relative cost and performance of each ERP module in a series, and defined their relative ROI from the standpoint of process performance. The net result is that the ERP components that most add to customer-centric strategies do the best in terms of payback while those focused purely on internal collaboration do not. The authors conclude internal collaboration may be just as powerful in payback yet it is not as measurable as process-centric performance.

Dorner, C., Draxler, S., Pipek, V., & Wulf, V.. (2009). End Users at the Bazaar: Designing Next-Generation Enterprise Resource Planning Systems. IEEE Software, 26(5), 45-51.

In many software vendors there is a mantra of continually designing products for the customers, and often this reaches into product design strategies that embrace the end-user development (EUD) model. The intent of this article is to describe the strengths and weaknesses of the EUD model of development, in addition to defining how companies are using this approach to truth-test their own designs. The bazaar metaphor represents the plethora of choices that companies have in terms of technology direction and the eclectic tastes that customers have in defining new products.

The article concludes with an analysis of prioritization technologies and techniques including using a ranking scale for evaluating all possible new product ideas. In addition to these techniques the article also discusses how best to manage the wide variation in consumer preferences, using product management insights and guidance as a filter on new product development. The article concludes with case studies of ERP companies who have successfully used the EUD framework.

Helena Forslund. (2010). ERP systems' capabilities for supply chain performance management. Industrial Management + Data Systems, 110(3), 351-367.

An essential element of any ERP system is its support for Supply Chain Management (SCM) workflows and processes. The intent of this article is to show that it is not just the existence of a SCM module in an ERP system, it is the approach and technique used for installing it that matters the most. The article begins with a short literature review then transitions into empricial research of the subject based on case studies.

The authors contend that iScala (now Epicor) and Oracle ERP systems are the easiest to customize to specific enterprise-wide requirements. The platform iScala is based on is Microsoft .Net and oracle, on Java. The authors contend that by being able to more effectively customize these applications to their specific needs, a higher ROI is attained over time by their performance. The results shown in the analysis also prove the point that the practice of bundling services actually drives up ROI over time as companies buy more software than they actually need. This was startling for Oracle customers, where… READ MORE

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