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The Ambiguity of the Enterprise Resource Planning (ERP): Hit or Doom?

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Author Info

  • Irene Fafaliou
  • Panagiotis Zervopoulos

Abstract

In the age of the smart machine and informative domination, work organizations and their managers look forward to acquiring internal advantages for their companies in response to external changes and pressures. In this pursuit for success managers are often attracted by various techniques and software programmes such as reengineering solutions and ERP applications. However, there is no general agreement on the benefits or misfits of both of the aforementioned projects in the business literature. This paper tries to offer a critical analysis of the Business Process Reengineering (BPR) movement and examines its compatibility with ERP solutions. It is argued that both managerial innovations are “top-down” approaches and company’s ability to perform high standards still mainly depends on managerial heads’ authority. However, as it is revealed out of the majority of case studies reviewed, ultimately, every effort for business modernization and success depends on the objectives, interpretation and commitment for change.

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File URL: http://www.ersj.eu/repec/ers/papers/05_p7.pdf
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Bibliographic Info

Article provided by European Research Studies Journal in its journal European Research Studies Journal.

Volume (Year): VIII (2005)
Issue (Month): 3-4 ()
Pages: 103-

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Handle: RePEc:ers:journl:v:viii:y:2005:i:3-4:p:103-

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Web page: http://www.ersj.eu/

Related research

Keywords: Change Management; Business Process Reengineering; Enterprise Resource Planning; Information Technologies (IT); Organizational Commitment;

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  1. Ascari, Alessio & Rock, Melinda & Dutta, Soumitra, 1995. "Reengineering and organizational change: Lessons from a comparative analysis of company experiences," European Management Journal, Elsevier, vol. 13(1), pages 1-30, March.
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