企业实施ERP后的人力资源管理

ERP企业人力资源计划系统是在运用信息技术的前提下,将系统化管理思想运用于企业运行和决策,协助企业管理者或员工进行决策和管理的平台。这种现代化的企业运行模式综合运用现代化管理思想及先进的信息科学技术,充分体现了社会发展对企业资源合理调配,以确保企业利益最大化,企业要想发展,必须借助于人力资源系统。     

The SCOR model for the alignment of business processes and information systems

The alignment of business processes and information systems is a critical factor for both business process management (BPM) and enterprise resource planning (ERP) system efficiency. Analysing existing approaches of alignment shows the need for an independent reference model to support the mapping between organisational and informational views. The SCOR model represents a strong management tool to evaluate, control, measure and improve existing supply chain process structures, based on a business process view of supply chain highlighting the functional requirements of best practices identified. We have critically analysed the contribution of the current SCOR model to the alignment of business processes and information systems. As the alignment is currently only based on the functional realisation of best practices, we show that this alignment risks neglecting important process dependencies. An extended reference model is then proposed, including the structuring of information exchanged between processes. That results in a more complete process map highlighting all physical and informational dependencies, in a multi-view of ‘business process mapping’ including the informational dimension, and thus a more precise alignment of ERP systems with processes.     

HR,ERP, and knowledge for competitive advantage

Enterprise resource planning (ERP) systems are a strong fit with organizations dominated by routine, highly programmed technologies, and tightly regulated operations. However, while these settings are best suited for ERP implementation, they also have the greatest difficulty making use of the knowledge ERP systems generate because of their inherent rigidity, inertia, and resistance to change. This article examines how human resource management practices can help a firm overcome the problems and capitalize on the opportunities that ERP technology presents by facilitating an effective dual‐core structure through an emphasis on knowledge management, human capital stewardship, and relationship building. © 2006 Wiley Periodicals, Inc.     

ERP systems success: an empirical analysis of how two organizational stakeholder groups prioritize and evaluate relevant measures

Organizations worldwide are adopting enterprise resource planning (ERP) systems. A number of studies discuss the implementation and success of such systems, but our study of the literature indicates that discussions about ERP systems success from the perspectives of key organizational stakeholders are not easy to come across. This study is designed to fill this gap in research. Using surveys in Finland and Estonia, we obtained empirical data from 66 respondents in 44 diverse, private, industrial organizations. Our objective was to determine whether differences exist between two organizational stakeholder groups, i.e. business managers and IT professionals, concerning how each group believe ERP success measures and dimensions are prioritized and evaluated in their respective organizations. Prior literature suggests that differences exist between the two groups with regard to how each perceives organizational information technology (IT) issues. Our study indicates that no significant statistical differences exist between the two groups with the exception of one dimension of ERP success, i.e. vendor/consultant quality. The implications of our findings for both practice and research are discussed.     

The interoperability force in the ERP field

Enterprise resource planning (ERP) systems participate in interoperability projects and this participation sometimes leads to new proposals for the ERP field. The aim of this paper is to identify the role that interoperability plays in the evolution of ERP systems. To go about this, ERP systems have been first identified within interoperability frameworks. Second, the initiatives in the ERP field driven by interoperability requirements have been identified from two perspectives: technological and business. The ERP field is evolving from classical ERP as information system integrators to a new generation of fully interoperable ERP. Interoperability is changing the way of running business, and ERP systems are changing to adapt to the current stream of interoperability.     

Sustainable Development of Maritime Operations in Ports

Globalisation has heralded burgeoning ship movements and maritime operations in ports alongside increased international concerns regarding potential environmental impacts. In particular, smaller ports require accessible tools to manage them. A framework to facilitate environmental management applies business process principles to identify relevant inputs, processes and outputs. A case study of Falmouth Harbour Commissioners compares functional units and flows that define input–output processes for anchoring and bunkering operations. Strategic‐level processes affect present and future operations while tactical service processes guarantee service level and quality through their integrity. Operational processes occur at the output level. An accessible generic framework supports planning of more sustainable maritime operations, facilitates mitigation of potential risks and encourages authorities to engage with sustainability agendas and manage development proposals proactively. Ongoing interlocution with business strategists will refocus port managers on educational and commercial missions and increase stakeholder engagement. Simplification and optimisation phases of business process re‐engineering remain untapped by business strategists. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment.     

Thank you to Reviewers 2014

Enterprise resource planning (ERP) systems, such as SAP, have become widely used in recent years, especially in large companies. Although a considerable amount has been written about them in the professional accounting and computing literature, somewhat surprisingly comparatively little attention has been given to them in accounting research journals. However, the field studies which are beginning to appear suggest that ERP systems are having only a relatively moderate impact on the character of management accounting and the work of management accountants. However, it is argued in this paper that as such studies adopt a relatively 'static' approach, they do not explore the processes of management accounting change or study how opportunities are opened up by the implementation of ERP systems. The paper reports a longitudinal case study of the implementation of SAP in the European division of a large US multinational, in which management accounting change is viewed as an evolutionary process. In this case, although there were no fundamental changes in the nature of the management accounting information used following the implementation of SAP, there were changes in the role of management accountants - in particular: (i) the elimination of routine jobs; (ii) line managers with accounting knowledge; (iii) more forward-looking information; and (iv) a wider role for the management accountants. However, it is not claimed that SAP was the driver of these changes; rather it is argued that the characteristics of SAP (specifically, its integration, standardization, routinization and centralization) opened up certain opportunities and facilitated changes which were already taking place within the company. The paper ends with a call for further longitudinal case studies of the implementation of ERP systems to study how these characteristics facilitate and reinforce processes of management accounting change in other companies.     

高职高专物流专业实践教学和技能教学的探索

高职高专物流专业的企业教学可分为实践教学和技能教学,实践教学就是企业技术人员对生产计划作业、采购计划作业、仓库管理作业、货物配送作业和货物发运作业的教学;技能教学就是企业师傅培养学生具有熟练的操作技能,让学生熟练掌握货物包装技能、叉车操作技能、货物摆放技能、信息和订单处理技能、运输方案选择等技能,直至成为物流岗位操作工。     

Method of evaluating the impact of ERP implementation critical success factors – a case study in oil and gas industries

The so far implemented enterprise resource planning (ERP) systems have in many cases failed to meet the requirements regarding the business process control, decrease of business costs and increase of company profit margin. Therefore, there is a real need for an evaluation of the influence of ERP on the company's performance indicators. Proposed in this article is an advanced model for the evaluation of the success of ERP implementation on organisational and operational performance indicators in oil–gas companies. The recommended method establishes a correlation between a process-based method, a scorecard model and ERP critical success factors. The method was verified and tested on two case studies in oil–gas companies using the following procedure: the model was developed, tested and implemented in a pilot gas–oil company, while the results were implemented and verified in another gas–oil company.     

Shared leadership in enterprise resource planning and human resource management system implementation

Human resource management systems (HRMS) integrate human resource processes and an organization's information systems. An HRMS frequently represents one of the modules of an enterprise resource planning system (ERP). ERPs are information systems that manage the business and consist of integrated software applications such customer relations and supply chain management, manufacturing, finance and human resources. ERP implementation projects frequently have high failure rates; although research has investigated a number of factors for success and failure rates, limited attention has been directed toward the implementation teams, and how to make these more effective. In this paper we argue that shared leadership represents an appropriate approach to improving the functioning of ERP implementation teams. Shared leadership represents a form of team leadership where the team members, rather than only a single team leader, engage in leadership behaviors. While shared leadership has received increased research attention during the past decade, it has not been applied to ERP implementation teams and therefore that is the purpose of this article. Toward this end, we describe issues related to ERP and HRMS implementation, teams, and the concept of shared leadership, review theoretical and empirical literature, present an integrative framework, and describe the application of shared leadership to ERP and HRMS implementation.     

Greening from the front to the back door? A typology of chemical and resource management services

Though services and product–service systems have been promoted as a promising way towards more eco‐efficient and sustainable societies, they have not turned into reality as expected. Chemical and resource management services are among the few operational examples. They aim to align the service provider's and customer's actions to reduce chemical usage and waste, improve supply chain management and increase resource efficiency. Arguably, they also create new business and higher profit margins compared with merely selling chemicals or handling industrial waste. Thus far they have been viewed as a single business model. In contrast, this study shows through the construction of five ideal types that the actual services and their focus vary. They range from the management of the chemical supply to operations, waste reduction, combined logistics services, process management, IT and other technologies. Consequently this affects the value creation, organization and environmental efficiencies of these services. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment.     

Emerging issues in theory and research on electronic human resource management (eHRM)

In the past several decades, technology has had a dramatic impact on human resource management (HR) processes and practices. For example, technology, especially the World Wide Web, has helped modify many HR processes including human resource planning, recruitment, selection, performance management, work flow, and compensation. These new systems have enabled HR professionals to provide better service to all of their stakeholders (e.g., applicants, employees, managers), and reduced the administrative burden in the field. Despite the widespread use of these systems, there has been a surprising dearth of theory and research on the topic. As a result, the purpose of this special issue is to (a) advance theory and research on human resource management systems (HRMS) and electronic human resource management (eHRM), (b) offer new directions for research on the topic, and (c) enhance the effectiveness of these systems in organizations. As a result, this article reviews the evolution of HRMS and eHRM, provides a brief overview of the existing literature, and introduces the articles in the special issue.     

ERP系统在离散制造企业应用与评价

ERP系统经过多年的发展,在各领域已逐步普及,在细分各领域中离散制造企业应用效果差,一直是ERP系统应用的短板.本文从国内、外ERP系统差异开始分析,精要分析一典型离散制造企业信息化建设需求,满足科研生产业务管理,采用信息化技术实现高效、精准的业务管理.通过围绕核心业务展开ERP系统搭建和应用,为生产制造、采购、物资、...     

试论精益生产与ERP的有效融合

ERP系统作为一个高度集成的信息系统,承载了先进的管理思想。它不仅面向供应链,体现敏捷制造和并行工程的精神,还应进一步结合精益生产消除无效浪费,保证质量,提升客户满意度,最终达到提升管理绩效的目的。因此,如何将精益生产与ERP系统有效融合是现代企业重点研究的一项课题。文中首先分析了精益生产与ERP之间的关系,然后简单阐明了ERP的精益效果,最后提出了精益生产与ERP有效融合的两个切入点。     

Business process re-engineering in the logistics industry: a study of implementation,success factors,and performance

As business process re-engineering (BPR) is an important foundation to ensure the success of enterprise systems, this study would like to investigate the relationships among BPR implementation, BPR success factors, and business performance for logistics companies. Our empirical findings show that BPR companies outperformed non-BPR companies, not only on information processing, technology applications, organisational structure, and co-ordination, but also on all of the major logistics operations. Comparing the different perceptions of the success factors for BPR, non-BPR companies place greater emphasis on the importance of employee involvement while BPR companies are more concerned about the influence of risk management. Our findings also suggest that management attitude towards BPR success factors could affect performance with regard to technology applications and logistics operations. Logistics companies which have not yet implemented the BPR approach could refer to our findings to evaluate the advantages of such an undertaking and to take care of those BPR success factors affecting performance before conducting BPR projects.     

Contextual factors affecting the integration of enterprise systems in post-merger oil and gas companies

This study examines the contextual factors of the external business environment, organization, information systems, and enterprise system software as they affect integration of enterprise resource planning (ERP) systems after a merger or acquisition in the oil and gas industry. A multiple case study method using primary and secondary data revealed: ERPs are operational necessities rather than strategic differentiators; best practice adoption is a viable alternative that supports successful integration of cultures and knowledge from two experienced organizations; schedules are extended when best practices from both companies are consolidated into a single instance; consolidation facilitates Sarbanes-Oxley compliance and lowers the cost of ownership; imposing acquirer systems on targets facilitates timely decision-making and shorter schedules.     

Improving productivity and firm performance with enterprise resource planning

Productivity is generally considered to be the efficient utilisation of organisational resources and is measured in terms of the efficiency of a worker, company or nation. Focusing on efficiency alone, however, can be harmful to the organisation's long-term success and competitiveness. The full benefits of productivity improvement measures are realised when productivity is examined from two perspectives: operational efficiency (output/input) of an individual worker or a business unit as well as performance (effectiveness) with regard to end user or customer satisfaction. Over the years, corporations have adopted new technology to integrate business activities in order to achieve both effectiveness and efficiency in their operations. In recent years, many firms have invested in enterprise resource planning (ERP) in order to integrate all business activities into a uniform system. The implementation of ERP enables the firm to reduce the transaction costs of the business and improve its productivity, customer satisfaction and profitability.     

The influence of enterprise resource planning (ERP) systems' performance on earnings management

We analyse whether there is a linkage between performance measures of enterprise resource planning (ERP) systems and earnings management. We find that earnings management decreases with the higher performance of ERP systems. The empirical result is as expected. We further analyse how the dimension of the DeLone and McLean model of information systems success affects earnings management. We find that the relationship between the performance of ERP systems and earnings management depends on System Quality after ERP implementation. The more System Quality improves, the more earnings management is reduced.     

How do green knowledge management and green technology innovation impact corporate environmental performance? Understanding the role of green knowledge acquisition

Increasing regulatory obligations to adapt and execute environmentally friendly operations make it critical for businesses to pursue strategies that can strengthen their competitive edge in the market. Academics and practitioners alike have recently gravitated toward exploring how knowledge acquisition activities might improve business outcomes. To address this growing research interest, this study investigates the critical roles of green knowledge acquisition in enhancing green knowledge management and green technology innovation activities in improving corporate environmental performance, positioning resource commitment as a moderator. The research model has been assessed using structural equation modeling with survey data from 283 Indian manufacturers, demonstrating that green knowledge acquisition significantly impacts green knowledge management and green technology innovation. The statistical findings also show that green technology innovation acts catalyzes the translation of green knowledge management into improved corporate environmental performance. The results demonstrate that resource commitment moderates green knowledge acquisition's interaction with green knowledge management and green technology innovation, providing practical insights enabling managers to focus on planning, allocating, and budgeting resources for effective green practices that can contribute to improving corporate environmental performance.