The Ambiguity of the Enterprise Resource Planning (ERP): Hit or Doom?
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.
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- 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.
When requesting a correction, please mention this item's handle: RePEc:ers:journl:v:viii:y:2005:i:3-4:p:103-. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Eleni Giannakopoulou)
If references are entirely missing, you can add them using this form.