Enterprise resource planning: analysing the impact
- 1 April 2001
- journal article
- review article
- Published by Emerald in Integrated Manufacturing Systems
- Vol. 12 (2), 103-113
- https://doi.org/10.1108/09576060110384299
Abstract
Describes a study that set out to evaluate the performance impact of a SAP R3 implementation. The SAP system was implemented by a major multinational business in four of its European plants. Qualitative and quantitative data were collected over a two‐year period, through surveys and interviews with systems users and by accessing company records. While users were able to identify the operational benefits of SAP, they were still doubtful at the end of the evaluation process whether the system had resulted in any significant positive financial benefits for the business. Two themes related to this observation are explored. First the time lag between operational improvements and subsequent financial impact. Second the importance of learning as a means of reducing the time lag. Learning in this context is a multi‐dimensional concept and covers learning how to use the system, learning how to improve the system and learning how to improve the implementation process.Keywords
This publication has 8 references indexed in Scilit:
- Evolution of ERP SystemsPublished by Springer Science and Business Media LLC ,1998
- A Respecification and Extension of the DeLone and McLean Model of IS SuccessInformation Systems Research, 1997
- The 3-D Model of Information Systems SuccessInformation Resources Management Journal, 1996
- Beyond the IT productivity paradoxEuropean Management Journal, 1996
- The great IT benefit huntEuropean Management Journal, 1994
- Information Systems Success: The Quest for the Dependent VariableInformation Systems Research, 1992
- OUTCOME OF AUTONOMOUS WORKGROUPS: A LONG-TERM FIELD EXPERIMENT.The Academy of Management Journal, 1986
- Outcomes of Autonomous Workgroups: A Long-Term Field ExperimentThe Academy of Management Journal, 1986