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The roles of enterprise systems in e-initiative implementation: A case study of PowerCo

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  • Pan, Shan L.
  • Tan, Chee Wee

Abstract

Most previous enterprise systems (ES) studies have focused on critical success factors or stand-alone implementations without taking into consideration that ES implementation forms only part of an overall e-business implementation. In our in-depth case study of PowerCo, we gather qualitative data on the roles of ES, and develop a framework of the ES transformation process as it unfolds. The developmental framework provides a means to monitor the changing roles of ES within the context of e-business strategies. Our study contributes to ES research by articulating a transformational life cycle framework that complements existing empirical studies in showing how ES could act as integrator as well as facilitator of other ES initiatives.

Suggested Citation

  • Pan, Shan L. & Tan, Chee Wee, 2005. "The roles of enterprise systems in e-initiative implementation: A case study of PowerCo," International Journal of Information Management, Elsevier, vol. 25(3), pages 241-251.
    • Handle: RePEc:eee:ininma:v:25:y:2005:i:3:p:241-251
    DOI: 10.1016/j.ijinfomgt.2004.12.009
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    References listed on IDEAS

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    1. Thomas H. Davenport, 2000. "The Future of Enterprise System-Enabled Organizations," Information Systems Frontiers, Springer, vol. 2(2), pages 163-180, August.
    2. Les Hayman, 2000. "ERP in the Internet Economy," Information Systems Frontiers, Springer, vol. 2(2), pages 137-139, August.
    3. Helmut Klaus & Michael Rosemann & Guy G. Gable, 2000. "What is ERP?," Information Systems Frontiers, Springer, vol. 2(2), pages 141-162, August.
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    Cited by:

    1. Seah, Melody & Hsieh, Ming Huei & Weng, Pu-Dong, 2010. "A case analysis of Savecom: The role of indigenous leadership in implementing a business intelligence system," International Journal of Information Management, Elsevier, vol. 30(4), pages 368-373.

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