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Journal articles on the topic 'Enterprise resource Planning'

Author: Grafiati

Published: 4 June 2021

Last updated: 28 July 2024

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1

Shehab, E. M., M. W. Sharp, L. Supramaniam, and T. A. Spedding. "Enterprise resource planning." Business Process Management Journal 10, no. 4 (August 2004): 359–86. http://dx.doi.org/10.1108/14637150410548056.

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2

Koch, Christian. "Enterprise resource planning." Journal of Organizational Change Management 14, no. 1 (February 2001): 64–78. http://dx.doi.org/10.1108/09534810110367101.

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3

Manjunatha, K. "Enterprise Resource Planning." Vikalpa: The Journal for Decision Makers 28, no. 1 (January 2003): 167–70. http://dx.doi.org/10.1177/0256090920030114.

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4

Kisova, A. E., and E. N. Shatilova. "METHODS TO IMPROVE ENTERPRISE RESOURCE PLANNING WITH ENTERPRISE RESOURCE PLANNING." Innovative Economics and Law, no. 2 (2021): 28–35. http://dx.doi.org/10.53015/2782-263x_2021_2_26.

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5

Stevens, Cindy P. "Enterprise Resource Planning: A Trio of Resources." Information Systems Management 20, no. 3 (June 2003): 61–67. http://dx.doi.org/10.1201/1078/43205.20.3.20030601/43074.7.

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6

McGaughey, Ronald E., and Angappa Gunasekaran. "Enterprise Resource Planning (ERP)." International Journal of Enterprise Information Systems 3, no. 3 (July 2007): 23–35. http://dx.doi.org/10.4018/jeis.2007070102.

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7

الهادی, محمد. "ERP - Enterprise resource planning." مجلة الجمعیة المصریة لنظم المعلومات وتکنولوجیا الحاسبات 20, no. 10 (December 1, 2017): 22–23. http://dx.doi.org/10.21608/jstc.2017.117550.

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8

Muscatello, Joseph R., and Diane H. Parente. "Enterprise Resource Planning (ERP)." Information Resources Management Journal 19, no. 3 (July 2006): 61–80. http://dx.doi.org/10.4018/irmj.2006070105.

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9

Peslak, Alan R. "Enterprise resource planning success." Industrial Management & Data Systems 106, no. 9 (December 2006): 1288–303. http://dx.doi.org/10.1108/02635570610712582.

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10

Kumar, Kuldeep, and Jos van Hillegersberg. "Enterprise resource planning: introduction." Communications of the ACM 43, no. 4 (April 2000): 22–26. http://dx.doi.org/10.1145/332051.332063.

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11

Rizki Alfadillah Nasution and Elvira Iskandar. "Enterprise Systems And Resource Planning To Assit Msmes." NUSANTARA Jurnal Pengabdian Kepada Masyarakat 3, no. 4 (September 30, 2023): 218–24. http://dx.doi.org/10.55606/nusantara.v3i4.1966.

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This service is about system utilization (enterprise resource planning) in micro, small and medium enterprises (MSMEs) in Indonesia. Applying enterprise resource planning to MSMES can help increase flexibility and integrate entire business processes, such as inventory management, finance, production, and sales. However, the implementation of enterprise resource planning requires mature preparation, including proper selection of suppliers, optimization of internal teams, and preparation of human resources. The research methodology used is a participatory action learning system with the active participation of MSMES stakeholders and enterprise resource planning providers. The implementation process of the ENERPRISE Resource Planning system in MSMES includes the phases of meetings, planning, system design, training, and support, as well as the use of the system in business operations. The implementation steps of the Enterprise Resource Planning system in MSMES include business information documents, functional requirements documents, user acceptance testing, training, and go-live.

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12

Chen, Shin-Guang, and Yi-Kuei Lin. "AN EVALUATION METHOD FOR ENTERPRISE RESOURCE PLANNING SYSTEMS." Journal of the Operations Research Society of Japan 51, no. 4 (2008): 299–309. http://dx.doi.org/10.15807/jorsj.51.299.

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13

Ibrahim, Irwan, Norina Ahmad Jamil, and Izhal Abdul Halin. "Green Enterprise Resource Planning and Green Logistics Performance." SIJ Transactions on Industrial, Financial & Business Management 06, no. 03 (June 11, 2018): 01–06. http://dx.doi.org/10.9756/sijifbm/v6i3/05060200101.

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14

Azimzade, Aliaga. "Human resource management planning in enterprises." Scientific Bulletin 3 (2021): 20–23. http://dx.doi.org/10.54414/iczm5684.

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Planning is the first stage of the management process. The role of planning is important in the optimal management of enterprise resources, especially planning is a necessary factor to increase efficiency in human resource management. The article analyzes the importance of human resource planning in enterprises, the reasons and advantages that make planning necessary.

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15

Matvieiev, Pavlo. "Planning, implementation and evaluation of enterprise resource management strategies." Actual problems of innovative economy, no. 2020/2 (May 28, 2020): 73–78. http://dx.doi.org/10.36887/2524-0455-2020-2-13.

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Introduction. The development of innovation strategy is carried out within the strategic management of the enterprise. The innovation strategy has a long-term character and is formed in accordance with the goals of the enterprise for the optimal redistribution of resources within the investment activity. The purpose of the research is to summarize the theoretical and practical aspects of planning, implementation and evaluation of strategies for managing the resource potential of enterprises to develop recommendations in the field of agriculture. Results. The conditions of implementation and content of strategic management are determined. Aspects are substantiated that influence the choice of innovation strategy of the enterprise. The importance of directions coordination of innovative activity within the enterprise is noted. The expediency of forming the concept of socio-economic adaptation of the agricultural enterprise to the innovative model of technological development is substantiated. The definition of "economic adaptation" is given. Restrictions are described that prevent the introduction of an innovative model of technological development in the activities of Ukrainian agricultural enterprises. The role of the quality of staff interaction is noted in the process of enterprise innovative development. The measures have been identified to eliminate the negative impact of the innovative model of technological development on enterprises in the agricultural sector. The application of the methodology of interests’ coordination in the development process of technical re-equipment projects at the agricultural enterprise is offered. The conceptual content and principles of socio-economic adaptation of the agricultural enterprise to the innovative model of technological development are characterized. It is proposed to determine the competitiveness of the enterprise as a result of its socio-economic adaptation. The main indicators for evaluating the result of such adaptation are described. The coordination role of enterprise subjects’ interests in the course of social and economic adaptation is noted. Keywords: competition, resource potential, agricultural enterprise, adaptation, strategic management, strategy, innovative model of technological development.

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16

Muscatello, Joseph R., and Injazz J. Chen. "Enterprise Resource Planning (ERP) Implementations." International Journal of Enterprise Information Systems 4, no. 1 (January 2008): 63–83. http://dx.doi.org/10.4018/jeis.2008010105.

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17

Dey, Prasanta Kumar, Benjamin Thomas Clegg, and David J. Bennett. "Managing enterprise resource planning projects." Business Process Management Journal 16, no. 2 (April 20, 2010): 282–96. http://dx.doi.org/10.1108/14637151011035606.

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18

Park, Jonghyun, and Jin Park. "Enterprise resource planning and efficiency." Managerial Finance 41, no. 4 (April 13, 2015): 405–15. http://dx.doi.org/10.1108/mf-07-2014-0182.

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Purpose – The purpose of this paper is to investigate the efficiency of Korean insurers that have adopted enterprise resource planning (ERP) system to improve their efficiency. Design/methodology/approach – The study uses Data Envelopment Analysis (DEA) with several inputs and outputs to measure both technical and scale efficiency. With the efficiency measures and using the ordinary least square with the hetereoscedacity consistent standard errors, the study further investigates the factors affecting efficiency, and the association between ERP and efficiency. Findings – This study finds a strong positive association between ERP implementation and the insurers’ efficiency and profitability. However, firms may experience a decrease in efficiency and profitability during the first and second year after ERP implementation. Research limitations/implications – Although the findings of this study are consistent with extant studies, the study’s findings may lack generalizability because the samples are limited small Korean Property/Casualty (P/C) insurers. Originality/value – This study investigates the impact of ERP implementation on P/C insurers in an emerging market.

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19

Oliver, Dave, and Celia Romm. "Justifying Enterprise Resource Planning Adoption." Journal of Information Technology 17, no. 4 (December 2002): 199–213. http://dx.doi.org/10.1080/0268396022000017761.

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This paper presents a critical approach to the way organizations justify adopting enterprise resource planning (ERP) systems. An earlier critical theory provides a framework for exploring the themes of communication, rationality and domination. Technology, process and organization are forms of domination that may appear in the context of ERP adoption. The literature on the formal and informal (qualitative) justification of information technology investment is reviewed and assessed. The significance of ERP systems is examined and also motives for their adoption. The data used for the study are electronically mediated justifications of ERP adoption that were presented by universities. A content analysis is applied to these data. The paper concludes that, despite reservations about the sensitivity of domination and emancipation to identification and measurement, there is some evidence to suggest people are considered to occupy a subservient role to technology, process and organization.

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20

Tanyani, Hadi Bakhsheshi, and Shahram Gilaninia. "Enterprise Resource Planning Readiness Assessment." Oman Chapter of Arabian Journal of Business and Management Review 5, no. 2 (September 2015): 8–13. http://dx.doi.org/10.12816/0019106.

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21

Gulledge, Thomas R., and Rainer A. Sommer. "Public sector enterprise resource planning." Industrial Management & Data Systems 103, no. 7 (October 2003): 471–83. http://dx.doi.org/10.1108/02635570310489179.

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22

James, T. "Fingertip control [enterprise resource planning]." Manufacturing Engineer 86, no. 2 (April 1, 2007): 26–30. http://dx.doi.org/10.1049/me:20070206.

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23

Bahssas, Dania. "Cloud Enterprise Resource Planning System." International Journal of Computer Trends and Technology 55, no. 1 (January 25, 2018): 50–81. http://dx.doi.org/10.14445/22312803/ijctt-v55p109.

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24

van Merode, Godefridus G., Siebren Groothuis, and Arie Hasman. "Enterprise resource planning for hospitals." International Journal of Medical Informatics 73, no. 6 (June 2004): 493–501. http://dx.doi.org/10.1016/j.ijmedinf.2004.02.007.

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25

Vieth, Von Matthias. "„Unternehmenskultur zum Enterprise Resource Planning“." Wirtschaftsinformatik & Management 9, no. 4 (August 2017): 82–83. http://dx.doi.org/10.1007/s35764-017-0086-2.

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26

Wu, Shi Liang, Lida Xu, and Wu He. "Industry-oriented enterprise resource planning." Enterprise Information Systems 3, no. 4 (November 2009): 409–24. http://dx.doi.org/10.1080/17517570903100511.

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27

Dery, Kristine, David Grant, Richard Hall, and Nick Wailes. "Managing enterprise resource planning systems." Strategic Change 14, no. 5 (2005): 239–43. http://dx.doi.org/10.1002/jsc.724.

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28

Sprott, David. "Enterprise resource planning: componentizing the enterprise application packages." Communications of the ACM 43, no. 4 (April 2000): 63–69. http://dx.doi.org/10.1145/332051.332074.

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29

Shafiqa Rasulzade, Shafiqa Rasulzade. "POSSIBILITY AND APPLICATION OF RESOURCE PLANNING (ERP) SYSTEM IN ENTERPRISES." PAHTEI-Procedings of Azerbaijan High Technical Educational Institutions 13, no. 02 (March 1, 2022): 130. http://dx.doi.org/10.36962/pahtei13022022-130.

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In today's evolving business environment, large companies have no choice but to avoid media packages. The main goal is to provide mechanization of workflow and save money. Thus, ERP systems have the ability to limit or expand an organization's capabilities and pave the way for competitiveness. Work technology systems are developed by updating the company to the latest type of work, tracking enterprise capabilities and job changes, reflecting enterprise structure and employee relationships, and ultimately leading to a competitive advantage. For this reason, organizations that use ERP for competitiveness need to redirect Human Resources activities, as these activities are important in a competitive platform. A way to gain a competitive advantage in the enterprise while helping to link it to other key functions of the organization in the enterprise Resource Planning integration systems, which tend to focus on both the essential elements and the results of the task, together with all human resource roles mentioned in the literature. shows. The changes taking place in the world, taking into account the impact of new and professional people on domestic competition and socio-economic development, resulting in a high level of global migration, large-scale steps to shape the scientific community, exemplary measures to improve the quality of human resources requires a re-evaluation of all theoretical approaches. In the age of new technologies, new changes in society allow the growing demand for enterprise resource planning and a more detailed study of this area. All this determines the relevance of the current topic. As in an enterprise, there are issues that need to be addressed in the management of the company. Thus, the formation of the staff of the organization is to determine that the ERP system brings the common patterns recorded more quickly. Training of employees in enterprises, accurate placement of personnel, as well as maneuvering are of paramount importance. The main work in improving the quality of human resources activities is the proper organization of enterprise resources. Proper human resource management is a key part of the new ERP. In recent times, in order to increase human resources in the world, changing the quality indicators sought in people, the formation of the concept of "human capital", along with economic, administrative, psychological and social means in human resource management began to use modern new management. As we have mentioned, one of the most important issues in the management of any enterprise is the application of the enterprise resource system, which is a tool designed to accelerate the registration and management processes of enterprise resources in enterprises and organizations. At a time when foreign and domestic competition is strong, the development of leadership in production, services and other areas is purely about how to manage human resources. For this reason, states and large enterprises attach greater importance to the use of human resources, and in this regard, the role and use of enterprise asset planning (ERP) programs in improving quality are of particular importance. Enhancing competitive features is one of the main goals of ERP apps. For this reason, all the functions of the system are focused on that implementation. To achieve this, it is possible to build a transparent and clearer business process management system based on complete and accurate information about the enterprise. In the new era, changes in the quality indicators sought by people to increase human capacity in the world, the formation of "human investment", the use of modern new basic management in the management of human resources, along with the dual, administrative, psychological and social means. As in all areas of humanity, the human factor is currently very much in the country of Azerbaijan, but also in the field of enterprise planning (ERP) is being done to increase the quality of human resources activities. Our country's development in terms of joining and growing global competition, use of more modern technologies in the human and economic space, increase in demand for education and other points written at the top “Record of organizational resources in increasing the efficiency of human resources activities (ERP) application capabilities of programs as well as their role” emphasizes the importance of research in the theme. The opportunities and role of human resource development programs have been the focus of more researchers and researchers on quality improvement, development, its aspects, the impact of increasing the rate of money development, and the use of enterprise capacity planning programs. Keywords: ERP, Enterprise Resource Planning, ERP applications, Human resources

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30

Potrashkova, Lyudmyla. "Concept of model support for corporate social performance planning." Economic Analysis, no. 29(4) (2019): 51–57. http://dx.doi.org/10.35774/econa2019.04.051.

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Introduction. When planning socially responsible activities, the management of the company faces a problem. The impact of such activities on the resource system and the potential of the enterprise is ambiguous and difficult to assess. On the one hand, socially responsible activities have a positive effect on the image of the enterprise, but on the other hand, they require additional expenditures of the enterprise's resources (since these measures are in essence aimed at ensuring an increased level of satisfaction of the interests of a wide range of stakeholders). This fact complicates the planning of socially responsible activities of the enterprise. As a consequence, enterprise management needs tools in the form of economic and mathematical models that would allow: to evaluate the impact of socially responsible activities on different types of enterprise resources and on its potential as a whole; to make decisions on planning of socially responsible activity of the enterprise on the basis of consideration of the task of reproduction of potential of the enterprise. Purpose. The purpose of this study is to develop a concept for building model support for the planning of socially responsible enterprise activity, taking into account the impact of such activity on the enterprise's potential. Results. To achieve this goal in the work on the basis of the analysis of the theory and practice of corporate social responsibility, formulated the concept that formulate requirements for model support for planning socially responsible activities of the enterprise. According to this concept, the planning of socially responsible activities should be based on an assessment of the enterprise's potential and its dynamics. In order to obtain a more accurate assessment of the impact of socially responsible enterprise activity on different types of resources and enterprise potential, model support for planning processes should include patterns of enterprise stakeholder behavior, taking into account the stakeholder social responsibility factor and the dynamics of the characteristics of their relations with the enterprise. Conclusions. The proposed developments are aimed at enhancing the validity of planning of socially responsible activities of enterprises.

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31

Sutduean, Jutamat, Ayoruethai Singsa, Thanaporn Sriyakul, and Kittisak Jermsittiparsert. "Supply Chain Integration, Enterprise Resource Planning, and Organizational Performance: The Enterprise Resource Planning Implementation Approach." Journal of Computational and Theoretical Nanoscience 16, no. 7 (July 1, 2019): 2975–81. http://dx.doi.org/10.1166/jctn.2019.8204.

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32

SYDORCHUK, Ivanna. "THE ROLE AND FEATURES OF FINANCIAL PLANNING IN THE ACTIVITIES OF THE ENTERPRISE." Herald of Khmelnytskyi National University. Economic sciences 312, no. 6(1) (December 29, 2022): 190–95. http://dx.doi.org/10.31891/2307-5740-2022-312-6(1)-28.

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The main aspects of financial planning in the enterprise are investigated in the work. The negative and positive factor impact on the financial success and development of enterprises is discussed. The tools that provide improvement of financial indicators of the enterprise and increase of the general level of their development, including sources of formation of financial resources of the enterprise are defined. The sequence of control over the implementation and regulation of the financial plan of the enterprise is proposed. The main tasks of financial planning are as follows: resource balancing of the cycle of production assets on the basis of self-sufficiency and liquidity of debt obligations, resource provision of social measures; rational allocation of capital; prerequisites for financial stability, solvency and creditworthiness determination of the most rational directions of enterprise development that will provide the greatest profit in the planning period; efficient use of financial resources. Factors of influencing the financial planning of enterprises are: technical and economic; organizational and managerial, political and legal and socio-psychological (social). The source of formation of financial resources of the enterprise for the purposes of financial planning is the investment policy, which determines the mechanisms of investment. Investment mechanisms include: own funds mobilization mechanism; the mechanism of mobilization of borrowed funds and the mechanism of mobilization of borrowed funds. The sequence of control over the implementation and regulation of the financial plan of the enterprise includes: formation of the financial plan (operating budgets) of the enterprise; execution of the financial plan; assessment of the risks of influence on the financial stability and development of the enterprise by groups; conducting an analysis of the implementation of the previous financial plan in accordance with the standards for the balance of indicators of the financial activity of the enterprise; choice of technologies and tools to control the implementation of the plan; detection of the result; Regulatory measures to eliminate “Strategic mistakes”. Thus, the financial planning of the enterprise is an extremely important component of successful financial management.

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33

Niu, Yitong. "Enlightenment of Positive Psychology on Human Resource Management." Modern Management Forum 5, no. 1 (April 10, 2021): 30. http://dx.doi.org/10.18686/mmf.v5i1.3169.

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This paper analyzes the concept and main ideas of positive psychology, discusses the theoretical basis of applying the principle of positive psychology to human resource management, analyzes the problems encountered in the development of modern enterprise organization from a practical point of view, and discusses its enlightenment to human resource management of enterprises. From how to establish enterprise culture and create a positive working environment for enterprise organization, to training enterprise employees, including employee recruitment, employee motivation, employee training and career planning. It has good practical value for the management and development of human resources in enterprises.

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34

Jackson, Leonard A. "Enterprise resource planning systems: revolutionizing lodging human resources management." Worldwide Hospitality and Tourism Themes 2, no. 1 (February 2, 2010): 20–29. http://dx.doi.org/10.1108/17554211011012577.

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35

Abduvahobovich, Salimov Abdumajid. "Implementing enterprise resource planning (erp) systems in small industrial enterprises." South Asian Journal of Marketing & Management Research 10, no. 8 (2020): 33. http://dx.doi.org/10.5958/2249-877x.2020.00055.7.

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36

Novikov, Alexander, and Marina V. Sazonova. "Algorithm of Choosing the Enterprise Resource Planning System for Enterprises." International Journal of Enterprise Information Systems 16, no. 4 (October 2020): 146–60. http://dx.doi.org/10.4018/ijeis.2020100107.

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The article is dedicated to pointing out the main principles of choosing modern enterprise resource planning (ERP) system for highly technological domestic enterprises. The article provides criteria for choosing ERP system and the risk group for their implementation. The close dependence of the success of the implementation of ERP systems on the proportion of projects for which the budget has not been exceeded has been revealed; the share of projects for which the excess of the actual period over the planned period of the project occurred and the share of implementation of solutions of the “box” type. The authors conclude that it is necessary to develop an information system that meets the specifics of a particular enterprise, as well as careful planning for the timing and cost of implementing this system.

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37

A Susanti, Rika, and Dini Wahjoe Hapsari. "ANALISIS KEBERHASILAN IMPLEMENTASI ENTERPRISE RESOURCE PLANNING." JAF- Journal of Accounting and Finance 1, no. 01 (September 15, 2017): 67. http://dx.doi.org/10.25124/jaf.v1i01.904.

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This study was designed to analyze the effect of top management support, business process reengineering, effective project management, change management, training and education to the successful implementation of ERP in PT. Telekomunikasi Indonesia Tbk Japati, Bandung. This research method using regression analysis with a survey technique in which the population of this study is on the Enterprise & Analytic Platform Development. Research hypothesis testing is done using the F test and t test and descriptive analysis. The data were obtained using a questionnaire research instruments that contain a list of statements to measure the respondents to the study variables. The results from this research indicate that simultaneously successful implementation of ERP influenced by critical success factor with a value of r-square 79% and partially variable top management support, business process reengineering, effectiveness project management not associated with successful implementation of ERP and variable change management, training and education are significantly associated with successful implementation of ERP. Based on the research results, to improve the success of ERP implementation, Enterprise & Analytic Platform Development at Telkom should conduct change management and improving training and education to employees to enhance the ability of employees to use the ERP system

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38

Rezaeian, Maryam, and Martin George Wynn. "Enterprise Resource Planning Systems in Iran." International Journal of Asian Business and Information Management 12, no. 3 (July 2021): 1–13. http://dx.doi.org/10.4018/ijabim.294094.

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Enterprise Resource Planning (ERP) software packages have been widely implemented in the developed world since they first appeared on the market in the late 1970s. In the developing world, however, the lack of the human and financial resources needed for such projects, and the non-availability of sales and support offices for western-based ERP vendors, has limited the uptake of ERP software. However, in Iran, there has been significant recent growth in the development of homegrown ERP software solutions. These products are usually more customizable than western-based ERP products and can thus be adapted more readily to specific user requirements. Using a case study approach, this article examines the origins and development of one of these companies – the Behko software company, and assesses its main product, and how it has been implemented in a typical end-user company. The article concludes that the homegrown ERP sector in Iran is making a significant contribution to the provision of information systems in the country, and is competing successfully with western-based alternatives.

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39

Hermawan, Hermawan. "Successful Implementation of Enterprise Resource Planning." Winners 20, no. 1 (May 24, 2019): 19. http://dx.doi.org/10.21512/tw.v20i1.5359.

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The purpose of this research was to analyze factors that influence a successful implementation of Enterprise Resource Planning (ERP) at PT Agung Sedayu Group. Measuring the success of ERP implementation was needed to find out what success factors influence the implementation process. The DeLone and McLean success model was used as a measurement tool with employees who actively used the ERP system as respondents. The research method used was a descriptive quantitative method with questionnaires as data collection techniques with the indicators on DeLone and McLean model. Data taken from the questionnaire were 187 samples from 350 active user population systems at PT Agung Sedayu Group. Questionnaire data were processed using the SPSS application to test the validity and reliability; then linear regression analysis was performed to test the hypothesis. From the results of the research, it is known that all variables of system quality, information quality, service quality, usage, user satisfaction, and net benefits have an influence on the successful implementation of ERP at PT Agung Sedayu Group. The conclusion presents that the successful implementation of ERP is more influenced by user satisfaction supported by the level of use, system quality, information quality, and service quality.

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40

Koedijk, Aad H. C. "Extended Enterprise Resource Planning: Grenzen verlegd." Maandblad Voor Accountancy en Bedrijfseconomie 82, no. 1 (January 1, 2008): 51–61. http://dx.doi.org/10.5117/mab.82.10868.

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In dit artikel worden trends en ontwikkelingen besproken op het gebied van Enterprise Resource Planning (ERP): de ERP-software pakketten én de invloed ervan op organisaties en bedrijfsprocessen. Dit is geen artikel over IT, maar over de toepassing en de opbrengsten ervan. Er wordt ingegaan op de volgende onderwerpen: - de beloften en verwachtingen bij het ontstaan van ERPpakketten begin jaren negentig, - ontwikkelingen die zich nadien voordeden, zoals extended-ERP, - wat deze ontwikkelingen feitelijk hebben opgeleverd, - wat de beloften nu zijn en wat we er verder van mogen verwachten, - en, niet onbelangrijk: de rol van de ERP-gebruikende organisatie, want feitelijk bepaalt die de trends in ERP. ERP biedt onbegrensde en grensverleggende mogelijkheden. Maar software alleen zal het niet waarmaken. Dat zal de gebruikende organisatie zelf moeten doen. Het is vraaggedreven, niet aanbodgedreven.

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41

Rao Siriginidi, Subba. "Enterprise resource planning in reengineering business." Business Process Management Journal 6, no. 5 (December 2000): 376–91. http://dx.doi.org/10.1108/14637150010352390.

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42

Strahringer, Susanne. "Rezension „Unternehmenskultur zum Enterprise Resource Planning“." HMD Praxis der Wirtschaftsinformatik 53, no. 6 (November 2, 2016): 906–7. http://dx.doi.org/10.1365/s40702-016-0273-2.

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43

She, Wei, and Bhavani Thuraisingham. "Security for Enterprise Resource Planning Systems." Information Systems Security 16, no. 3 (June 12, 2007): 152–63. http://dx.doi.org/10.1080/10658980701401959.

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44

Booth, Peter. "Forum On Enterprise Resource Planning Systems." Australian Accounting Review 10, no. 22 (November 2000): 2–3. http://dx.doi.org/10.1111/j.1835-2561.2000.tb00065.x.

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Parry, G. "Counting the cost [enterprise resource planning]." Manufacturing Engineer 84, no. 1 (February 1, 2005): 22–25. http://dx.doi.org/10.1049/me:20050102.

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Sundtoft Hald, Kim, and Jan Mouritsen. "Enterprise resource planning, operations and management." International Journal of Operations & Production Management 33, no. 8 (July 12, 2013): 1075–104. http://dx.doi.org/10.1108/ijopm-11-2011-0430.

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Abstract:

PurposeThis research aims to explore the enabling and constraining effects of enterprise resource planning (ERP) systems and speculate on how these can be linked to the four generic roles of operations management (OM) proposed by Slack et al.Design/methodology/approachThis research understands ERP as boundary objects characterised by modularity, abstraction, accommodation, and standardization. An in‐depth cross‐disciplinary literature review and role synthesis is conducted.FindingsFour enabling and three constraining effects of ERP are deduced from existing literature. ERP and OM are linked conceptually. Based on the identified effects of ERP, the paper speculates on the managerial tasks of the production and operations manager (POM) in an ERP environment and lists a set of central concerns of potential relevance to POM and to future research.Research limitations/implicationsThe identified roles of ERP and their implications could be empirically tested using case based and survey research.Practical implicationsThe results provide insights into how ERP has multiple and parallel roles, and how these roles are relevant to the function of OM. Such knowledge is valuable for practicing POMs in managing the implementation and design of ERP to support the different domains of OM.Originality/valueCurrent studies of the effects of ERP and their link to the practice of OM tend to focus on one or a few roles of the emerging system. Such studies do not properly take into account the modularised and pluralistic nature of ERP. This research provides a platform from where future research on the effects, managerial dilemmas and implications of ERP can be reconciled across research communities.

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Singh, N. P. "Tiers of Enterprise Resource Planning Softwares." Asia Pacific Business Review 2, no. 2 (July 2006): 68–80. http://dx.doi.org/10.1177/097324700600200209.

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Kennerley, Mike, and Andy Neely. "Enterprise resource planning: analysing the impact." Integrated Manufacturing Systems 12, no. 2 (April 2001): 103–13. http://dx.doi.org/10.1108/09576060110384299.

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Sarkis, J., and A. Gunasekaran. "Enterprise resource planning––modeling and analysis." European Journal of Operational Research 146, no. 2 (April 2003): 229–32. http://dx.doi.org/10.1016/s0377-2217(02)00545-3.

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Cegielski, Casey G., Dianne J. Hall, and Carl Rebman. "Enterprise resource planning systems implementation success." International Journal of Information Systems and Change Management 1, no. 3 (2006): 301. http://dx.doi.org/10.1504/ijiscm.2006.011201.

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