Understanding the Innovation Management of ERP Project: Survey on Key Players and Activities
Enterprise Resource Planning (ERP) was originally envisioned as a one-size-fits-all modularized software approach to manage most core business activities. It has become popular means for organizations to overcome the limitations of fragmented and incompatible legacy systems. But ERP implementation is cost in software license, consultants, and staff training. Moreover, approximately one-half of all ERP projects failed to achieve anticipated benefits1. Given the growing significance and risk of ERP projects, it is essential to explore ways to improve ERP implementation. This study employed a comparative multiple case study methodology to explore four key players and three critical activities of 13 corporations in east China, mainly located in Hangzhou, Shaoxing and Ningbo. Compared the different level of top management commitment, project manager empowerment, team member competency, implementation consultant competency, Business Process Reengineering (BPR), data accuracy and integrity, and education and training, implications are provided for practitioners to understand the issues of key players and activities during ERP implementation.
ERP Implementation Key Player Key Activities Survey
LIAO Weihong XU Qing LIAO Zhenpeng
Thermal Power Plant, Juhua Group Corporation Quzhou, P.R.China,324004 School of Management, Zhejiang University Hangzhou, P.R.China,310027
国际会议
The Fifth InternationalSymposium on Management of Technology(ISMOT07)(第五届技术与创新管理国际研讨会)
杭州
英文
958-962
2007-06-01（万方平台首次上网日期，不代表论文的发表时间）