Abstract
Enterprise resource planning (ERP) projects are highly complex information technology (IT) based business initiatives that should be grounded on a strategic infrastructure decision adding value to the firms’ IT infrastructure capability. Not every ERP project is seen in this sense and research has placed a focus on the more technical viewpoint of ERP. This article provides an analysis based on a case study of a strategy driven ERP decision with an emphasis on the organizational fit of ERP. It shows the organizational impact of the ERP project, especially pertaining to project costs and utility, in comparison with the common practice situation in terms of the stages of ERP implementation as well as ERP operation. Results show an example of a highly successful ERP project grounded on the high decision making quality observed, in particular, in terms of team building or evaluation procedures, and the positive consequences for ERP implementation and operation.
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Bernroider, E.W.N. (2007). An Analysis of ERP Decision Making Practice and Consequences for Subsequent System Life Cycle Stages: A Case Study. In: Kulkarni, U., Power, D.J., Sharda, R. (eds) Decision Support for Global Enterprises. Annals of Information Systems, vol 2. Springer, Boston, MA. https://doi.org/10.1007/978-0-387-48137-1_11
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DOI: https://doi.org/10.1007/978-0-387-48137-1_11
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