ERPs as 'technologies-in-practice': social construction, materiality and the role of organisational factors

Enterprise Resource Planning systems (ERPs) often fail to deliver the organisational benefits anticipated. This paper uses Orlikowski's 'technology-in-practice' framework to analyse the impact of an ERP on branch managers in a large bank. While this framework provides important insights into the impact of ERPs, the case also highlights the significance of organisational factors in shaping how users enact technology at work.     

Differential effects of ERP systems on user outcomes—a longitudinal investigation

Adopting a model of job enrichment we report on a longitudinal case investigating the perceived impact of an Enterprise Resource Planning (ERP) system on user job design characteristics. Our results indicated that in the context of an ERP geared towards centralisation and standardisation the extent to which users perceived an increase or decrease in job enrichment was associated with aspects such as formal authority and the nature of their work role. Experienced operational employees proficient in the original legacy system perceived ERP system protocols to constrain their actions, limit training and increase dependence on others in the workflow. Conversely, managerial users reported a number of benefits relating to report availability, improved organisational transparency and increased overall job enrichment. These results supported our argument concerning the relationship between ERPs with a standardisation intent and positive job enrichment outcomes for managerial users and negative job‐related outcomes for operational users.     

Work, organisation and Enterprise Resource Planning systems: an alternative research agenda

This paper reviews literature that examines the design, implementation and use of Enterprise Resource Planning systems (ERPs). It finds that most of this literature is managerialist in orientation, and concerned with the impact of ERPs in terms of efficiency, effectiveness and business performance. The paper seeks to provide an alternative research agenda, one that emphasises work- and organisation-based approaches to the study of the implementation and use of ERPs.     

Developing customised CRM projects: The role of industry norms,organisational context and customer expectations on CRM implementation

This research paper investigates the influence of industry, organisational, and customer context on customer relationship management (CRM) projects. Organisations go through four phases in their CRM projects (assessment, design, implementation, and evaluation), yet the impact of industry norms, organisational contexts, and customer expectations on each phase are rarely examined. A longitudinal case study approach with six cases was used to investigate the potential impact of contextual factors on CRM projects. The cases covered a range of industries, organisational structures, and customer types. We found that current industry conditions and customer expectations influence the reasons for undertaking CRM and the assessment stage of the project. The organisational context has a noticeable impact on the design and implementation project stages. At the evaluation level, customer responses combined with organisational expectations affect the perceived success of the projects. By understanding the impact of context, customised CRM projects can be developed.     

The complex relationship between inventory control and organisational setting: Theory and practice

Within companies it is widely recognised nowadays that the performance of inventory systems is not only determined by the way the inventory system is planned and controlled but also by its organisational architecture. Notwithstanding its importance, the field of production and operations management still lacks however, a comprehensive body of knowledge integrating both control and organisational aspects of inventory systems. One of the reasons for this shortcoming seems to be a lack of understanding of how inventory planning interacts with its organisational embedding in practice. In this article, this interdependence is further explored. Firstly, a conceptual framework is presented. The framework has been the starting point for five case studies performed during the last years. In this article data gathered over a period of more than fifteen years concerning one company is further explored. One of the main conclusions derived from this longitudinal case study is that organisations often try to neutralise shortcomings in the inventory planning and control system by applying organisational measures. In addition to this positive congruence, negative forms of congruence were also found. Shortcomings in the inventory control system are then negatively re-enforced by its organisational setting. The findings of the case study also suggest that companies often do not apply a clear and well-defined policy regarding the organisational setting of advanced inventory planning and control systems. We end this article by arguing that objectified notions on (re)designing inventory planning and control and its organisational design often under-emphasise irrational behaviour of the parties involved. A further elaboration of the framework presented in this article integrating operations management concepts and organisational theory therefore seems to be worthwhile.     

Role of quality management capabilities in developing market-based organisational learning capabilities: Case study evidence from four Indian business process outsourcing firms

Business-to-business marketing literature acknowledges the value firms, including business process outsourcing firms, realise through their supplier networks. Such value realisation is often possible through a dynamic exchange of complementary organisational capabilities between a firm and its network partners. However, little is known about how outsourcing firms develop these capabilities and thus realise value. This paper addresses an unexplored theoretical gap of developing market-based organisational learning capabilities in business process outsourcing firms. Using a capabilities lens, this study assesses the impact of quality management capabilities in developing market-based organisational learning capability. Findings from a case study of four business process outsourcing firms in India suggest that effective knowledge transfer, diffusion and the development of market-based organisational learning capabilities are contingent upon the strength of a firm's quality management capabilities. Implications for theory and practice are discussed.     

Organisational culture in the age of the Internet: an exploratory study

Through an exploratory study of a large financial services organisation, this study finds that the idiosyncratic nature of the Internet and Internet operations point to a range of implications for both the interaction of organisational subcultures and the internal and external perceptions of organisational culture.     

Organisational determinants of employee turnover for multinational companies in Asia

High employee turnover rates among multinational companies (MNCs) in Asia have become an organisational issue, which cannot be sufficiently addressed at the individual level. In this paper, we examine the issue of employee turnover at the organisational level. A group of organisational variables (e.g., training, size, age, industry, percentage of expatriate managers and headquarters’ national base) were tested, using a sample of 529 MNCs in six Asian countries. The standard multiple regressions show that training, size, the length of operation in local subsidiary and nature of industry are significantly related to turnover. An effect of the percentage of expatriate managers present in the local subsidiary on employee turnover appears to be moderate. These results fill a research gap by identifying organisational variables (as opposed to individual characteristics) and contribute to better explanation of employee turnover at firm level. Implications to MNCs in the greater Chinese region and Asia are discussed.     

Some 'real' problems of 'virtual' organisation

This paper presents an ethnographic study of organisational change in a retail bank considering issues surrounding the supposed emergence of the 'virtual organisation'. It outlines emerging problems in organisational work as a consequence of the shift toward 'virtuality' and questions the explanatory value of such theoretical stances.     

Making sense of new technology during organisational change

This article examines how employees interpret the use of various social media and web 2.0 technologies by managers of an organisation during a merger process. The article explores the way in which managers use technology to give sense to the merger process, the corresponding sensemaking of employees and also how employees make sense of the use of technology itself. The findings show that new media enables the sharing of emotional sense about organisational processes between managers and employees and places employees with different levels of involvement with the process and at different points in the organisational hierarchy on equal footing. In spite of this, employees view the use of technology negatively and feel mastered by the technology itself. In discussing these unintended consequences of the use of this technology, the article further discusses the paradoxes that emerge from using new technology to give sense during organisational change.     

ERP system usage: the role of control and empowerment

Organisations have made significant investments in enterprise resource planning (ERP) systems with the strategic expectation that employees will utilise this technology to enhance organisational performance. However, research indicates that ERP systems are underutilised. In order to disentangle the challenge of underutilisation, this paper addresses the impact of organisational control and empowerment on infusion—the deep and comprehensive usage of an information system. Moreover, it also tests whether infusion will lead to higher levels of ERP system success. Data from a sample of 260 matched pairs of ERP system users and their supervisors were collected and analysed. Results indicate that empowerment is positively related with infusion, whereas an inverted u‐relationship has been found for organisational control. The critical link between infusion and ERP system success was found as well, meaning that the more users utilise the system to its fullest extent, the more likely the organisation is to attain ERP systems' promised benefits.     

IT professionals and organisational ascendancy: theory and empirical critique

IT expertise cannot be viewed as a decisive asset in organisational tournaments. Survey findings suggest IT competence is associated with severe handicaps in power contests between professional/managerial strata. At least for the present, there are strongly negative implications for hypotheses of organisational ascendancy for IT professionals or for their successful achievement of a collective mobility project.     

Maintenance work, maintenance skills: the case of a major water company in the UK

This article explores how maintenance work and the requirements of maintenance skills may have changed in a changing technological and organisational environment. A closer examination of the skill requirements for maintenance work in the case study firm has revealed a wider range of skill components than existing literature on maintenance skills has focused on. This paper argues that organisational change may lead to the requirement of new skills for maintenance work and that interpersonal skill may be an important skill element required.     

Telephone advisory services—nursing between organisational and occupational professionalism

In this paper, we explore how telephone advisory services (TAS) and the implementation of new technology affect nurses and the nursing profession. This study shows that TAS and applied technology embodies ideas of standardisation and efficiency, and promotes an organisational professionalism such that it challenges occupational professionalism. Torn between organisational and occupational professionalism, the nurses develop strategies to deal with their contradictory demands.     

Positioning hierarchy in enterprise system change

There is a widening gulf in change literature between theoretical notions of evolving organisational form and the emerging reality that old and new organisational structures coexist. This paper explores this dichotomy in Enterprise Resource Planning change. It develops a cellular hierarchy framework to explain how different types of hierarchy coexist within the same organisation during the implementation of Enterprise Resource Planning.     

After the reforms: how have public science research organisations changed?

Throughout the Western world, the provision of public good science research has undergone dramatic reforms over the past two decades. In the aftermath of these reforms, this paper asks whether the organisations engaged in science research and knowledge production have actually changed, and if so, how? Archetype analysis is used to explore the deep structures of four comparable case study organisations drawn from the New Zealand science sector. The study concludes that no new, stable organisational archetype has emerged following the reforms, but that in fact, a dynamic style of organisation that is in a state of endless transition is the most appropriate response to contemporary demands for knowledge production. The role of organisational leaders in this context is not only to make sense of the organisation's ever‐changing situation, but also to translate this sense into the actions of organisational members and other stakeholders.     

Identity,collaboration and radical innovation: The role of dual organisation identification

This paper explores the nature of the relationship between identity and the radical innovation process in the case of the Solid State Pharmaceutical Cluster (SSPC). Antecedents and consequences of identification with the SSPC and the transitioning of identify from an organisational orientation to a dual organisation identity are discussed. We demonstrate that organisational identity can represent a substantial barrier to collaborating for radical innovation, and explicate how identity shifts can smooth the transition from competitor to collaborator. This study illustrates that opportunities were created through leveraging affinity to provide an environment conducive to radical innovation where members could interact, explore and collaborate.     

The evolution of public industry R&D institute – the case of ITRI

Public industrial research institutes are important in regard to aiding industry development in many countries. Research institutes have to constantly change their strategies according to their industrial environments in order to remain influential. The Industrial Technology Research Institute (ITRI) has been recognised as a successful institute in facilitating industrial development. During its 40‐year development process, ITRI has gone through three stages of strategic repositioning and organisational reforms. The evolution of the organisational structure and the interactions with its social‐technological environment are both complex and dynamic. This study proposes a framework which integrates the role of the institutes with organisation structures and strategies to analyse the process of the evolution of ITRI. Based on the framework, this study uses system dynamics to identify the underlying structure driving the process of its evolution. The result shows that it is important to align the organisational structure with development strategies; in a long‐term perspective, the strategies for short‐term and long‐term goals can reinforce each other. The recent transition of ITRI suggests a new direction‐seeking role for public research institutes to play among the national innovation systems. This study also discusses the potential impacts of the system dynamics approach to R&D management.     

Organisational, technical and marketing antecedents for successful new product development

Previous research in new product development has examined the role of organisational structure and marketing and technical skills and activities in encouraging successful innovation. This study examines the role played by organisational structure in supporting the marketing and technical/production activities in new product development, and direct and indirect effects of all of these antecedents on new product success. The goal of the study is to observe which factors lead to product success and to determine how they interconnect. Implications for new product management are provided in the concluding section.