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| موضوع: كتاب ERP Systems and Organisational Change - A Socio-technical Insight الخميس 14 سبتمبر 2023, 1:44 am | |
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أخواني في الله أحضرت لكم كتاب ERP Systems and Organisational Change - A Socio-technical Insight Bernard Grabot , Anne Mayère , Isabelle Bazet Editors
و المحتوى كما يلي :
Contents 1 The Mutual Influence of the Tool and the Organisation . 1 1.1 Introduction 1 1.2 Integration Versus Communication . 2 1.3 Unification Versus Interpretation 7 1.4 Alignment Versus Adaptability . 8 1.5 New Developments in ERP Integration . 9 1.6 References 10 2 ERP Systems in the Extended Value Chain of the Food Industry 13 2.1 Introduction 13 2.2 Research Methodology 15 2.3 Integrating the Extended Value Chain with ICT 16 2.3.1 Integrated Information Infrastructures 16 2.3.2 Information Infrastructures in the Extended Value Chain 16 2.4 The Food Industry as Extended Value Chain 17 2.4.1 The Swedish Food Industry 17 2.4.2 Milk Flow . 18 2.4.3 Pork Flow . 19 2.4.4 Sugar Flow . 19 2.4.5 Pea Flow . 20 2.4.6 Retailers and Grocery Chains Information Flow 20 2.4.7 Summary 21 2.5 Key Criteria for Integration Choices 22 2.6 Conclusions 2 2.7 References 24 3 Integrative Technologies in the Workplace: Using Distributed Cognition to Frame the Challenges Associated with their Implementation 27 3.1 The Integrative Logic of ERP Systems 27 3.2 Distributed Cognition: A Framework to Study Integrative Technologies 29 3vi Contents 3.3 Mutating Artefacts, Mutating Work: The Case of Billing Services in a Hospital Environment . 31 3.3.1 Some Methodological Points of Reference and a Description of the Visited Site . 31 3.3.2 The Computerisation of Account Billing: The Evolution of Documents and of Clerical Work . 32 3.4 From Paper to Screen: Analysing the Change that Organisational Members Experienced 37 3.4.1 Articulating Regularities Within the Artefacts Themselves . 37 3.5 The Contribution of Distributed Cognition to the Study of Integrative Technologies in the Workplace 42 3.5.1 The Nature of Regularities Circulating in Artefacts Used in the Workplace . 42 3.5.2 The Syntactic Organisation of Regularities Within Integrative Technologies . 43 3.5.3 Artefacts and Situations Are Mutually Defined Through Human Decisions . 44 3.6 References 45 4 ERP Implementation: the Question of Global Control Versus Local Efficiency 47 4.1 Introduction 47 4.2 ERP and Information Production Design . 48 4.2.1 The “Scientific Organisation of Labour” Applied to “Ordinary” Information and Knowledge 48 4.2.2 A Focus on Information which Can Be Formalised, and on Basic Exchange of Information 48 4.2.3 Logic Priorities and Questions of Sense-making 50 4.2.4 Inter-changeability of Information Producers . 51 4.3 ERP Combined with Business Process Re-engineering and Business Process Outsourcing: Re-designing the Organisation While Transforming its Information System . 51 4.3.1 Value-adding Versus Non-value-adding Activities 51 4.3.2 Re-engineering, Outsourcing, and the Robustness of Information Processes . 52 4.4 Contradictory Dynamics Relying on Local Employees and on Project Teams 53 4.4.1 Project Teams Dealing with Local Versus Global Contradictory Dynamics . 53 4.4.2 The Selection of “Expert Users” 53 4.4.3 The “Expert Users”: the Gap Between First Hopes and Final Results 54 4.5 Back to the Definition of Information and Knowledge Associated with ERPDesign . 55 4.5.1 Knowledge Management Renewed Through ERP Projects . 55 4.5.2 The Need for Going Back to Definition: Data, Information and Knowledge 56Contents vii 4.6 Conclusion . 56 4.7 References 57 5 Why ERPs Disappoint: the Importance of Getting the Organisational Text Right 59 5.1 Introduction 59 5.2 What Is an Organisation (and What Is Its Basis in Communication)? . 64 5.3. The Case Study 66 5.4 A Reconciliation of Texts? 72 5.4.1 Are Conversation and Text Different Modalities of Communication, or Merely Different Perspectives on it? . 73 5.4.2 Buying, Procuring or Purchasing? Whose Categories? 74 5.4.3 The Organisation as Text 78 5.4.4 The Role of Conversation . 81 5.5 Conclusion . 82 5.6 References 83 6 Contradictions and the Appropriation of ERP Packages 85 6.1 Introduction 85 6.2 Views of Information and Communications Technology Appropriation Processes . 86 6.3 Coping with Contradictions and ERP Packages 88 6.3.1 The Idealisation of ERP Packages 89 6.3.2 The Myth of the Perfect ERP Service . 90 6.3.3 Contradictions and Relevant Social Groups . 91 6.4 Discussion 92 6.5 Conclusion . 95 6.6 References 96 7 Exploring Functional Legitimacy Within Organisations: Lessons to Be Learnt from Suchman’s Typology. The Case of the Purchasing Function and SAP Implementation . 101 7.1 Introduction: Revisiting Weber’s Bureaucratic Organisation. Challenging the Power of Functions and Their Quest for Legitimacy Within Organisations 101 7.2 Suchman’s Contribution and Suchman’s Typology in the Debate on the Nature of Legitimacy . 103 7.2.1 Suchman’s Theoretical Framework and his Definition of Legitimacy. . 103 7.2.2 The Contribution of Suchman’s Typology to the Understanding of the Concept of Legitimacy 107 7.3 Putting Suchman’s Typology into Practice: an Analysis of the Legitimisation Process of a Purchasing Department During the Implementation of an ERP System . 109 7.3.1 Presentation of the Case Study . 109viii Contents 7.3.2 Application of Suchman’s Typology and Discussion . 113 7.4 References 116 8 How to Take into Account the Intuitive Behaviour of the Organisations in the ERP? 119 8.1 The Enterprise: a Complex Mix of Various Trades Organised in Business Processes 119 8.2 Enterprise Resource Planning to Support Business Processes . 121 8.3 EDME Company: a Real Industrial Example 122 8.4 Which Requirements for Business Processes in a Changing Environment? 125 8.5 Autonomy and Competition: the Performance Weight 127 8.6 Towards a Tool to Manage the Decision Processes Environment . 129 8.7 How to Transform Authority in Performance Drivers . 132 8.8 How to Take into Account the Intuitive Behaviour of the Organisations in the ERP? . 133 8.9 References 136 9 Process Alignment or ERP Customisation: Is There a Unique Answer?. 139 9.1 Introduction 139 9.2 The ERP as a Tool for Change Management . 140 9.2.1 Process Re-engineering, Change Management and Industrial Culture 141 9. 2.2 Global Versus Local Performance 142 9.2.3 Interaction with the ERP Package 143 9.3 ERP Implementation and Business Process Alignment . 144 9.3.1 The Problem of Business Process Alignment . 144 9.3.2 Industrial Problems Linked to Alignment 146 9.4 Customisation of the ERP Package 148 9.4.1 Parameterisation, Configuration and Customisation 148 9.4.2 Customisation as a Means to Adapt the System to Specific Requirements 150 9.5 Can Standard Processes or Customisation Bring a Competitive Advantage? 152 9.6 Conclusion . 154 9.7 References 154 10 Process Alignment Maturity in Changing Organisations . 157 10.1 Introduction 157 10.2 ERP: After the Project, the Post-project 158 10.2.1 The “Post-project” Phase in Academic Literature 158 10.2.2 The Tool and Its Use 159 10.3 Synthesis of ERP Surveys 161 10.3.1 Investigations into ERP Projects 161 10.3.2 Investigations into ERP Optimisation Strategies 164 10.4 Towards a Maturity Model for ERP “Good Use” 165 10.4.1 Model Characteristics . 167Contents ix 10.4.2 Towards a Guideline for ERP Use Improvement . 168 10.5 Organisational and Temporal Heterogeneousness of an Information System . 169 10.5.1 The Organisational Heterogeneousness 169 10.5.2 The Temporal Heterogeneousness 171 10.5.3 Dependences in the Model of Maturity . 172 10.6 Towards the Construction of a Learning Path 176 10.7 Conclusion . 178 10.8 References 178 11 A Cross-cultural Analysis of ERP Implementation by US and Greek Companies 181 11.1 Introduction 181 11.2 Literature Review 182 11.2.1 Prescriptive Literature on ERP . 182 11.2.2 Cultural Studies on ERP . 183 11.2.3 Hofstede’s Cultural Dimensions and Propositions . 184 11.3 Methodology 186 11.4 Case Analysis: Implementation and Discussion 186 11.4.1 US Case Study Company: US Global Energy Corporation 187 11.4.2 Greek Case Study Company: Greek Coating Corporation . 187 11.4.3 Discussion 188 11.5 Conclusions 190 11.6 References 198 Appendix – Utilisation of Suchman’s Paper . 201 Index 213 Index ABB, 170 accounting, 27, 31–33, 35, 36, 39– 44, 45, 56, 109–111, 121, 147, 151, 163 adaptability, 8 adoption, 1, 8, 9, 28, 85, 86, 89–95, 139–142, 144–146, 148, 151–153, 158, 159, 162, 182, 183, 186, 188, 197, 208, 210 alignment, 8, 139, 144, 146, 157 appropriation, 1, 9, 53, 85–88, 92, 94, 95, 139, 161, 163, 167 APS, 2, 6 ARIS, 5, 129 artefact, 1, 29–31, 37, 38, 40–44, 87 authority, 14, 101, 128–130, 132, 143, 189 BAAN, 170 best practice, 152 business intelligence, 16, 166 business process, 14, 51, 125, 144, 145, 168 centralisation, 4, 5, 151, 170 change management, 139–141, 144, 150, 173, 176, 191, 194, 195 cognition, 27, 29, 42 collaboration, 29, 32 competence, 4, 8, 9, 140, 143, 150, 152, 166, 167, 171, 187 configuration, 148, 192 constraint, 53, 144, 167 contradiction, 91, 93 coordination, 2, 3, 14, 16, 123, 126– 128, 130, 131, 133, 172, 173, 176 CPFR, 176 CRM, 16, 18, 19, 165 culture, 7–9, 43, 50, 140–142, 160, 164, 181–185, 190, 193, 195–197, 209 customisation, 139, 148, 150, 152 decision, 139, 148, 150, 152 decision, 2–5, 21, 44, 55, 92, 101, 112, 121, 124, 126–133, 158, 161, 165, 171, 173, 177, 184, 188, 189, 191, 192, 194, 197 distribution, 19, 22, 133, 160, 163, 170, 187 e-business, 165, 176 hospital, 31 human science, 9 implementation, 5, 8, 9, 13, 14, 27– 31, 43, 44, 47–50, 52, 54, 55, 57, 85, 89, 90, 95, 102, 109, 110, 112, 113, 119, 121, 124, 128, 129, 133, 139–146, 148, 150, 152–154, 157–166, 169–171, 182, 183, 185–192, 194–197, 209 indicator, 132 information system, 1, 2, 4, 13, 27, 47, 49–52, 55, 56, 88, 90, 110,214 Index 147, 151, 157–160, 162, 164– 169, 171–177 innovation, 86, 91, 92, 95, 191, 201, 204 integration, 1–6, 8, 9, 13–15, 17, 18, 20–23, 27, 28, 35, 120, 145, 148, 149, 164, 167–169, 172–176, 187 interpretation, 7, 8 IT, 19–21, 28, 88, 89, 158, 159, 163, 165, 168, 175, 181, 186, 187, 192, 195, 196 knowledge, 4, 7–9, 17, 48, 51–56, 90, 93, 120, 121, 133, 146–148, 151, 152, 158, 159, 166, 171, 172, 190, 192–195 learning, 17, 140, 158, 161, 171, 176, 177, 195 legitimacy, 101, 103, 104, 107, 110, 207 legitimisation, 101, 103, 105, 108, 109, 115, 202, 203, 205, 207 maturity, 9, 150, 157–159, 161, 165, 167, 168, 170–172, 176, 177, 196 mobilisation, 201–211 Movex, 18, 20 MRP, 88, 123, 147, 150, 168 ontologies, 7 optimisation, 127, 129, 159, 161, 165–169, 172, 178 parameterisation, 148 Peoplesoft, 93, 143 perception, 53, 104, 113, 203 performance, 1, 9, 32, 50, 119, 126– 130, 132, 133, 139, 140, 142, 144, 150, 151, 153, 157, 158, 162, 164, 167–169, 171, 174, 176, 189, 194 power, 101, 182, 184, 185, 188 PRODSTAR, 170 regularities, 30, 31, 37–40, 42– 44 responsibility, 106, 128, 168 SAP, 19, 20, 85, 86, 89–91, 93, 101, 102, 109–113, 144, 146, 150, 170, 187, 195 SCOR, 2, 174 simulation, 130, 133 skill, 90 standardisation, 6, 9, 47, 119, 145, 153, 160, 162 supply chain, 6, 16 survey, 91, 146, 148, 151, 157, 161, 162, 165, 196 syntactic, 43 transaction, 37, 38, 40–43, 112 trust, 50, 106 uncertainty, 23, 119, 133, 182
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