Management based critical success factors in the implementation of Enterprise Resource Planning systems

This study examines critical success factors for implementing Enterprise Resource Planning systems using the framework of classical management theory. The study is motivated by conflicting results in earlier studies examining critical success factors in Enterprise Resource Planning implementation, many of which are anecdotal in nature. Ten critical success factors in ERP systems implementation proposed in past literature are selected. The relationship between each of these factors and project success is examined. Project success is defined as organizational impact and on time and on/under budget project completion. Eight implementation projects were qualitatively analyzed using the case study method to examine the proposed relationships. The findings suggest that choosing the right full time project manager, training of personnel, and the presence of a champion relate to project success. The use of consultants, the role of management in reducing user resistance and the use of a steering committee to control the project do not appear to differentiate successful and unsuccessful projects. Integration of ERP planning with business planning, reporting level of the project manager, and active participation of the CEO beyond project approvals, resource allocation and occasional project review, are not found to be critical factors of success. Considering the financial cost and risk associated with these projects, a better understanding of critical success factors will enable practitioners and academics to improve the chance of success in the implementation projects. All organizations implementing ERP, especially small and mid-sized enterprises with limited resources, will benefit from this knowledge.     

Assembly FG: An Educational Case on MRP II Integrated within ERP

This case teaches students how discrete (job order) manufacturing companies use Manufacturing Resource Planning (MRP II) within Enterprise Resource Planning (ERP) systems to plan purchase orders for direct materials and shop orders for work‐in‐process and finished goods. Students simulate MRP II integrated within ERP, using Microsoft Excel to learn MRP II's bill‐of‐materials (BOM) Explosion that plans order quantities and MRP II's scheduling logic that uses lead‐times to determine start dates for planned orders. Students explain why MRP II is most practical and effective when executed within ERP and how MRP II can reduce excess inventories, prevent inventory shortages, and help companies deliver quality products to customers on schedule. Also, students explain why BOM, inventory, and lead‐time inaccuracies can adversely affect the accuracy of MRP II‐planned replenishments and identify controls that reduce the risks of these inaccuracies.     

Information system integration,enabling control and performance

The literature has demonstrated the complex relationship between information system integration approaches, such as Enterprise Resource Planning systems, and management control. In this paper, we begin our analysis by focussing on just one aspect of information system integration, namely in terms of data architecture, commonly referred to as the single database concept. We argue that whilst this particular aspect of integration should be related to perceived system success, the variety of ways in which information might be drawn on in practice means it provides no strong basis for predicting a link to business unit performance. Instead, building on Adler and Borys [Adler, P., & Borys, B. (1996). Two types of bureaucracy: Enabling and coercive. Administrative Science Quarterly, 41(1), 61–90] we argue that the level of information system integration fosters the four design characteristics that make up an enabling approach to management control. Each of these in turn is related to both perceived system success and business unit performance. We present PLS analysis of survey data collected from 169 managers that broadly supports these expectations.     

A ‘time–space odyssey’: management control systems in two multinational organisations

This paper analyses the effects of implementing an Enterprise Resource Planning system (ERP) upon management control in two multinational organisations. How ERP was configured in each corporation created different forms of distance and relations between headquarters and the scattered subsidiaries. The construction of spatial and temporal separations (i.e. distance) and how they were understood and managed had profound effects on management control. In one organisation the ERP reproduced existing structures and distance which permitted conventional accounting controls based on action at a distance to be maintained. The second organisation used ERP to collapse distance through real-time information in a matrix structure. This did not increase centralisation but rather produced constantly changing loci of control and managerial feelings of ‘minimalist’ control.     

What does organizational change mean? Speculations on a taken for granted category

Despite widespread research on why and how organizations change, what constitutes change is often taken for granted. Its definition is avoided. Studies based on individuals’ rational choice imply that change flows from purposive actions in accordance with an objective, external reality whereas contextualism argues that change results from institutional pressures, isomorphisms and routines. But both depict change as the passage of an entity, whether an organization or accounting practices, from one identifiable and unique status to another. Despite their differences over whether reality is independent, concrete and external, or socially constructed, both assume that actors (or researchers) can identify a reality to trace the scale and direction of changes. This reflects modernist beliefs that organizational space and time are unique and linear. The paper takes issue with this and argues that ‘a-centred organizations’ and ‘drift’ should replace conventional definitions of organizations and change. The arguments are inspired by the arguments of the sociology of translation and constructivism, and insights from two case studies of Enterprise Resource Planning system implementations in large multinational organizations. The latter illustrate how defining change is problematic—as new systems gave rise to multiple spaces and times within the organizations. The paper traces the implications of this for control and accounting studies tout court.     

Accounting Competencies and the Changing Role of Accountants in Emerging Economies: The Case of Romania

Over a recent short period, a number of interventions potentially helped move the Romanian accounting system away from being a tool simply used to support a planned economy. They include harmonization with the European Directives, the introduction of International Financial Reporting Standards (IFRS) and an increased move towards modern information technologies such as Enterprise Resource Planning (ERP) software. In this study, we directly explore these influences by applying job-offer analysis as a reflection of the current and future demand for accounting competencies. We first document current competencies expected from accountants in Romanian businesses and then assess the intervention impact on financial and management accountants. We hypothesize external influences would move Romanian accountants away from the traditional separate specialized positions towards more hybrid accounting positions, such as that adopted in the UK. Whilst our analysis supports a degree of transition with alignment to recent global trends, it also reveals some intransigence in the sense that management and financial accounting positions still tend to retain attributes associated with the two-cycle accounting system. Our findings have implications for harmonization issues and accounting education in Romania.     

Management accounting as practice

In this paper we outline a distinctive practice theory approach to considering the role of management accounting in the constitution of organizations. Building on [Schatzki, T.R. (2002). The site of the social: a philosophical account of the constitution of social life and change. University Park, PA: Pennsylvania State University Press] notion of arrays of activity we emphasise the ways in which organisational members actively reconstitute their management control systems by drawing on them as a shared resource. By tracing the skilful practices through which social actors in a restaurant chain understand and mobilise accounting to contribute in specific ways to what they regard as the objectives of their organisational units, we develop a notion of situated functionality. Situating the interrelationships between technical and interpretive accounting processes in the wider field of organisational practices we elaborate the ways in which management control systems as structures of intentionality both shape and are shaped by shared norms and understandings.     

Financial impacts of enterprise resource planning implementations

Debate exists regarding the contribution of information technology to firm performance reflecting predictions of a positive, negative, or nonexistent relationship. Prior research has examined technology and firm performance in the aggregate, however, this study focuses on a specific technology — Enterprise Resource Planning (ERP) and its impact on firm performance. Economic and industrial organization theories provide the basis for the examination of how ERP systems affect firm coordination and transaction costs. ERP systems are expected to: (1) reduce costs by improving efficiencies through computerization; and (2) enhance decision-making by providing accurate and timely enterprise-wide information. These effects should be associated with improved firm performance. This research finds, after accounting for within-firm variances, no significant improvement associated with residual income or the ratio of selling, general, and administrative expenses in each of the 3 years following the implementation of the ERP system. However, a significant improvement in firm performance resulting from a decrease in the ration of cost of goods sold to revenues was found 3 years after the ERP system implementation (but not in the first or second year after implementation). Further, there was a significant reduction in the ratio of employees to revenues for each of the 3 years examined following the ERP implementation.     

Accounting for time: managing time in project-based teamworking

In this paper, we investigate time management in project based teamworking, a form of work that is seen as becoming a significant feature in many organisations, and consider its implications for accounting control. The analysis is based on a perspective on time in organisations which, drawing on time-geography, considers the management of time in project-based teamworking organisations as part of the organisational actors' ongoing active production and reproduction of their social context. We grounded this perspective in a longitudinal ethnographic study of project-based teamworking, which examined the development process of computer-based management information systems for top executives in a large multinational company. The extended time-geography perspective presented in this paper offers a theoretical framework within which various organisational practices may be explained and provides a better understanding of the social dynamics of time management than is provided by traditional accounting approaches. The implications of this perspective for the use of accounting practices in the management of time in project-based teamworking are discussed.     

The construction of a social account: a case study in an overseas aid agency

This paper presents a case study examining the evolution of a social accounting process in an Irish overseas aid agency, the Agency for Personal Service Overseas. Much of the corporate rhetoric surrounding social accounting processes simplifies their complex nature and tends to downplay many concerns as to how they can effect ‘real' organisational change and empower stakeholders. The case exposes this complexity by illuminating the contradictions, tensions and obstacles that permeated one such process. The paper contributes to the recent increase in field work in the social accounting literature, called for by Gray [Account. Orga. Soc. 27 (2002) 687], which seeks a richer, more in-depth understanding of how and why social accounting evolves within organisations.     

Inventory investment & control: How have UK companies been doing?

Since the 1980s UK manufacturers have been exposed to the strong promotion of inventory control and reduction as a component of Just-in-Time (JIT), World Class Manufacturing (WCM) and Supply Chain Management (SCM) supported by a range of Enterprise Resource Planning System (ERPS) software packages. There is evidence that these ideas have found extensive favour in practice although existing research studies have also shown that inventory control and reduction is challenging and its impact on performance appears mixed. However, the questions of whether inventory reduction has been achieved and whether it has been beneficial to corporate performance have not been subject to systematic investigation in the UK setting. This study rectifies this deficiency by providing evidence on inventory and inventory turnover levels and trends in UK manufacturers over the two decades ending in 2005. This is supplemented, by benchmarking UK companies against those of Japan, USA and Germany, by investigating possible factors that can explain variation in inventory levels, and by exploring the association between high standards of inventory control and the financial performance of companies.     

Complementary controls and ERP implementation success

Many organisations have sought to improve their competitiveness by investing in advanced information technology, such as Enterprise Resource Planning (ERP) systems. They have implemented ERP systems for a variety of reasons, including solving year 2000 issues, reengineering business processes, and facilitating e-business. The implementation of an ERP system and associated changes in business processes, however, is not straightforward. ERP implementation projects are but another example of an information systems development project that needs to be controlled, yet the implementation of an ERP system is significantly different than a traditional system implementation. Control can be exerted by both formal and informal means [Kirsch, L.J., V. Sambamurthy, D-G. Ko, and R.L. Purvis. 2002. Controlling information systems development projects: The view from the client. Management Science. 48(4): 484–498]. Research has demonstrated that single modes of control are not sufficient, rather that a portfolio of control modes should be utilized. We expand upon this concept and suggest that this need for a mix of overlapping and redundant control mechanisms identified in the literature is explained through the use of the theory of complementarity [Milgrom, P. and J. Roberts. 1990. The economics of modern manufacturing: Technology, strategy and organization. American Economic Review 80: 511–528; Milgrom, P. and J. Roberts. 1994. Comparing equilibria. American Economic Review 84: 441–459; Milgrom, P. and J. Roberts. 1995. Complementarities and fit: Strategy, structure, and organizational change in manufacturing. Journal of Accounting and Economics. 19: 179–208; Topkis, D.M. 1998. Supermodularity and Complimentarity. Princeton University Press]. Surveys of chief information officers and internal auditors were conducted to obtain data on the controls used in ERP implementations. We find that groups of complementary controls need to be employed in the implementation of ERP systems to achieve a successful implementation.     

共同治理逻辑下的人力资本会计研究

企业理论从“股东至上”演进到“共同治理”,客观需要人力资源会计的发展。尽管目前开始的人力资本产权会计研究把人力资本纳入了企业的权益资本,但并没有反映出人力资本会计核算与“共同治理”理论的内在逻辑一致性。本文指出了人力资本会计设计与核算需要体现的人力资本与物力资本“共同治理”的特征,分析讨论了人力资本的价值运动,提出了股权人力资本与非股权人力资本的会计核算模式,并就相应的会计报告进行了探讨。     

Enterprise Resource Planning and a contest to limit the role of management accountants: A strong structuration perspective

The implementation and use of Enterprise Resource Planning (ERP) systems raise fundamental questions about the role of management accountants in an organisation. The case studied here, involving an attempt to establish an ERP system in an organisation funded by both the European Union (EU) and the Egyptian government, is an exploration of conflicting beliefs about the role of management accountants. Elements of strong structuration theory (a reinforced version of Giddens’ structuration theory) are used to analyse how the contest over the role of the management accountant in a new organisation was played out during the partially successful attempt to establish ERP in conjunction with a system that was felt to better support the requirements of the EU for performance-based budgeting. Despite the forward-looking dispositions of key actors within the organisation and from the EU, the role of the management accountant here became compressed to the traditional one of cost information collector and provider.     

International Divider Walls

The subject of this teaching case is the Enterprise Resource Planning (ERP) system implementation at International Divider Walls, the world market leader in design, production, and sales of divider walls. The implementation in one of the divisions of this multi-national company had been successful, and now the Chief Information Officer (CIO) was asked to advise the board of directors on the next step in the worldwide roll out of the ERP system. A choice had to be made between a centrally managed ERP option, and an option in which each of the divisions set up its own ERP project.     

TALKING ACCOUNTING: AN ETHNOGRAPHY OF MANAGEMENT KNOWLEDGE IN BRITISH AND GERMAN BREWERS

The organisational functionings of accounting hinge on its combination with other forms of organisational knowledge in talk. This paper analyses some of the talk observed in paired situations in British and German brewers, to contrast the intertwining of accounting and other expertise and relate it to the enactment of different organisational orders. Through accounting talk, organisational members air their shifting conceptions of order and, thereby, point to its precariousness and ambivalence. The focus on accounting talk emerges as an approach to the study of the organisational practice of accounting which promises insight into the complex processes of enacting the orders which accounting engenders, their flexibility and fragility. © 1997 Elsevier Science Ltd     

The contingency theory of management accounting: Achievement and prognosis

Contingency theories of management accounting have become a current vogue but have produced few significant new results. By surveying the development and content of these theories it is argued that they have been based on an inadequate and insufficiently articulated model. An improved model, based on ideas of organisational control and effectiveness, is put forward which suggests appropriate directions for future work that will be both perceptive and cumulative.     

Accounting for Foucault

Michel Foucault's concept of governmentality has been central to critical accounting research for two decades, a centrality that has placed systems of calculation as the starting point of discussions of the state, the firm and the market. We begin by outlining the development of governmentality in Foucault's own work. Despite the rich, productive nature of the concept, Foucault was careful to define governmentality as broadly and loosely as possible, the better to convey its open-endedness. The second section considers the introduction of Foucault to accounting research. The combination of Foucault and accounting history is not at all obvious, but became possible because a series of important contextual studies demonstrated that accounting history had to consider both the historicity of the profession and that its practices were vital in constructing measures of organisational performance, not simply uncovering previously obscure or hidden social realities. Moreover, accounting history studies the production of targets and measures of progress towards utility and welfare, processes that are not reducible to the firm or even to economic calculation. Our third section outlines the genesis of the ‘London School of governmentality’ and the main strands of their theoretical contribution. Finally, we examine the governmentalists’ analysis of corporate restructuring and the introduction of new production organisation by Caterpillar. Our aim is to use the Caterpillar case as the vehicle for a broader consideration of governmentality, strategy and the enterprise.     

The archeology of accounting systems

Accounting systems change over time. However relatively little is known of the preconditions for such change, the process of change or its organisational consequences. Existing perspectives on accounting change are reviewed and evaluated in this article. Thereafter three examples of accounting change are discussed. Based on these cases, a number of theoretical issues relating to the understanding of the process of accounting change are examined. Emphasis is placed on the diversity of factors implicated in accounting change, the constitutive as well as reflective roles of accounting and the ways in which accounting change can shift the preconditions for subsequent organisational changes.