When adopting standardized ERP systems organizations also adopt standardized processes. These processes are integrated in the organization. The integration of standardized business processes redefines the business while standardization also leads to more indistinguishable business processes. Standardization is a prominent property of SAP ERP. When organizations implement SAP they also implement the SAP way of doing business. The research question is based on a consideration whether increased standardization, as part of SAP ERP, may limit the organization’s possibility to change.To examine the question the thesis use interviews with a business organization and SAP consultants as well as document studies. The results of the empirical work point to the fact that standardization is not limiting opportunity to change. Rather standardization is viewed as a necessary structure that is more of an organizational change enabler than a limiter. The enabling view of standardization is a consistent finding from the empirical study.

<p>IT executives face nowadays a theme that underlies for all questions in today's business – the change! The main factor that accelerates the “pace of change” is globalization. Globalization conducts to severe competition; it conducts also to shorter product life cycles that are necessary aspects for companies in order to increase competitive advan-tage. A good alternative to be more efficient and gain access to better information is to implement an ERP system that will allow companies to improve efficiency and be more proactive. The main benefits of an ERP system are that it gives more controls over the company's assets, and business processes such as financial supply chain management and profitability assessments of employees, departments and customers. Most of the companies after implementing the system choose to end their relationship with the ERP system supplier and believe that they have the capacity to maintain and develop the sys-tem by themselves. The post-implementation represents the use and operation after the ERP system is put into use.</p><p>The definite purpose is to investigate why some companies choose to reject the perma-nent external support concerning the maintenance and further development of the ERP post-implementation stage. The paper will present the diverse reasons to why the re-spondents choose to not use permanent external support.</p><p>In order to find accurate information we have interviewed companies within the Jönköping's county that are in the post-implementation stage. Our purpose was to un-derstand the reason to why some companies reject permanent consulting and how they are developing and maintaining the used ERP system. To make this study more accurate we have used theories about ERP systems and the post-implementation stage that will help us to support and give value to our results.</p><p>One of the main results of this research were that companies have only personal moti-vation concerning the consulting activity choices and they affirmed that the result of the implemented ERP system would be the same no matter which alternative they choose for maintaining and developing the ERP system. The overall impression concerning consulting activities is quite positive among the interviewed companies.</p>

Enterprise Resource planning has gained prominence in the field of IS literature and is a significant phenomenon in practice in organizations and now also in higher educational institutions. These Institutions have their own unique method of operation and infrastructural facilities; and one of the biggest single most expenditure made by them is in their Enterprise Resource Planning Systems. The drive towards ERP is based on a desire to rationalize and streamline information systems across the whole organization seeking both improvement and business benefits. The ERP systems combine all discrete information into a single, integrated, real-time database. In the HEI context the ERP systems are seen as software solutions that address the diverse needs by tightly integrating all departments and functions within a single computer system configuration to serve particular needs such as students systems which manage all the student records/data and VLE systems like Blackboard which is a course management system. ERP addresses the institutions needs by providing a better service to its various users. The aim of this research study is to explore the quality, impact, benefits, utility and challenges of ERP systems specifically the student systems and VLE Blackboard in a Higher Educational Institution and analyse these ERP systems from a multiple perspective. The ERP systems have been applied by many Educational Institutions around the world as a key part of their organizational infrastructure and these systems tend to have a long life cycle in organizational use. The requirement is for the smooth functioning and utilization of these ERP systems while taking into consideration the changing demands as universities operate in a dynamic environment where there is a rapid change in technology. Millions of pounds and extensive deliberation is made on the implementation of the ERP system on the basis of expectations to align the institution objectives with business needs. This presents a huge challenge, if not properly addressed may lead to heavy investment without the corresponding institution efficiency.

Enterprise Resource Planning (ERP) systems have been viewed as a competitive strategic tool to capture firm¡¦s competitiveness in today¡¦s fierce marketplace. Many studies found that ERP systems are beneficial in providing support for best business practices and in enabling firm¡¦s productivity, whereas numerous empirical researches have failed to identify tangible benefits associated with ERP investment, neither in productivity nor other performance measurements. The objective of this study is to explore the ERP effects on production performance and identify the factors that facilitate the firm to optimize the ERP investment. The results indicate that ERP implementation has positive influence on production performance (including improvement of operation ratio, overall equipment effectiveness, quality ratio and order fulfillment). The causes for the improvement of production performance mainly lie upon the enactment of ERP systems through information, managerial, and cognitive integration. Constructing a clear rewarding mechanism and strong discipline of execution culture will help the company to optimize the ERP investment that lead to the improvement of production performance.

<p>This paper addresses the question of how to make use of Enterprise Resource Planning (ERP) systems in companies in the process industry were there is a pervasive need of process standardization. ERP systems have the potential to contribute with standardization and integration of organizational data through an of-the-shelf solution. In practice results of ERP systems implementation has varied greatly. Considering their implications on business processes and the complexity of the systems this should not come as a surprise. ERP systems do not only imply standardization of data but also standardization of key processes in the company. The consequences on the individual organization are therefore hard to predict. Making strategic choices between different degrees of in-house developed systems, integration of solutions from many different suppliers or to only rely on the ERP systems consultants and their proposed implementation of solutions, can be a troublesome balance act. This paper describes a case study of the Swedish diary company Norrmejerier and the implementation of the ERP system IFS analyzed from a perspective of complex system and standardization. The use of IFS at Norrmejerier can be characterized as a loosely coupled integration with the ERP system as a central integration facilitator. This solution allowed the company to make use of standardization benefits, filling the need of special functionality and at the same time limiting the negative unexpected consequences such as decreased activity support and increased complexity. The key contributions of this paper are that it shows how ERP´s can contribute to standardization and integration efforts in IT environments with peculiar demands on functionality. Secondly it demonstrates how negative side effects related to implementation of ERP systems can be managed and limited.</p>

IT executives face nowadays a theme that underlies for all questions in today's business – the change! The main factor that accelerates the “pace of change” is globalization. Globalization conducts to severe competition; it conducts also to shorter product life cycles that are necessary aspects for companies in order to increase competitive advan-tage. A good alternative to be more efficient and gain access to better information is to implement an ERP system that will allow companies to improve efficiency and be more proactive. The main benefits of an ERP system are that it gives more controls over the company's assets, and business processes such as financial supply chain management and profitability assessments of employees, departments and customers. Most of the companies after implementing the system choose to end their relationship with the ERP system supplier and believe that they have the capacity to maintain and develop the sys-tem by themselves. The post-implementation represents the use and operation after the ERP system is put into use. The definite purpose is to investigate why some companies choose to reject the perma-nent external support concerning the maintenance and further development of the ERP post-implementation stage. The paper will present the diverse reasons to why the re-spondents choose to not use permanent external support. In order to find accurate information we have interviewed companies within the Jönköping's county that are in the post-implementation stage. Our purpose was to un-derstand the reason to why some companies reject permanent consulting and how they are developing and maintaining the used ERP system. To make this study more accurate we have used theories about ERP systems and the post-implementation stage that will help us to support and give value to our results. One of the main results of this research were that companies have only personal moti-vation concerning the consulting activity choices and they affirmed that the result of the implemented ERP system would be the same no matter which alternative they choose for maintaining and developing the ERP system. The overall impression concerning consulting activities is quite positive among the interviewed companies.

Införandet av ny teknologi i organisationer är ett ständigt aktuellt forskningsområde inom affärssystemforskningen. De senaste åren har fenomenet ”Molntjänster”, eller Software as a Service (SaaS), vuxit i popularitet. Många affärssystemleverantörer erbjuder idag sina kunder affärssystem som en molntjänst. SaaS-baserade affärssystem ger organisationer fördelar i jämförelse med traditionella affärssystem som installeras lokalt i organisationen, som exempelvis ökad skalbarhet, bättre åtkomstmöjligheter, samt lägre kostnader för implementation - vilket gör det särskilt intressant för små och medelstora organisationer. Dock innebär SaaS-baserade affärssystem även risker, som relateras till exempelvis bristande säkerhet, begränsade möjligheter till systemanpassning och integration, bristande prestanda, samt leverantörsinlåsning. Dessa risker kan få organisationer att tveka till att implementera SaaS-baserade affärssystem, trots identifierade fördelar. Tidigare forskning har identifierat både fördelar och risker med SaaS-baserade affärssystem, men lite är känt om varför små och medelstora organisationer väljer att införa sådana system trots de risker systemen är associerade med. Studiens syfte är därför att skapa förståelse för vad som har betydelse för att små och medelstora organisationer implementerar SaaS-baserade affärssystem, trots kända risker. Studiens resultat indikerar att förståelse för risker, tillit och förtroende för systemleverantören, reducerat kompetensbehov internt i organisationer, samt graden av komparativa fördelar har betydelse för organisationers vilja och acceptans till att implementera SaaS-baserade affärssystem, trots risker. Studiens slutsatser har även bidragit med rekommendationer för hur systemleverantörer av SaaS-baserade affärssystem kan utveckla sina värdeerbjudanden. Exempelvis rekommenderas systemleverantörer att vara ärliga och transparenta i kommunikationen mot kundorganisationer, samt att samarbeta med kundorganisationer genom hela implementationsfasen och efter slutförda implementationsprojekt. / The introduction of new technology in organizations is an ever-present area of research within ERP systems research. In recent years, the phenomenon of "Cloud Services", or Software as a Service (SaaS), is growing in popularity. Today, many ERP system suppliers offer their customers ERP systems as a cloud service. SaaS-based ERP systems give organizations advantages over traditional ERP systems that are installed locally in the organization, such as increased scalability, better accessibility, and lower implementation costs - which makes them particularly interesting for small and medium-sized organizations. However, SaaS-based ERP systems also involve risks that are related to, for example, lack of security, limited possibilities for system customization and integration, lack of system performance, and supplier lock-in. These risks may cause organizations to avoid SaaS-based ERP systems, despite identified benefits. Earlier research has identified both benefits and risks with SaaS-based ERP systems, but little is known about why small and medium-sized organizations choose to implement such systems despite the risks associated with them. The aim of the study is therefore to create an understanding of why small and medium-sized organizations choose to implement SaaS-based ERP systems, despite known risks. The study's results indicate that understanding of risks, trust and confidence in the system vendor, reduced internal competence needs, and the level of comparative advantages are important for organizations' willingness and acceptance to implement SaaS-based ERP systems, despite risks. The study’s conclusions also contributed with recommendations for how systems suppliers of SaaS-based ERP systems can develop their value propositions. For example, system suppliers are advised to be honest and transparent in communicating with customer organizations, as well as collaborating with customer organizations throughout the implementation phase and after the completion of implementation projects.

För att bedriva sin verksamhet har företag vanligtvis ett affärssystem till hjälp som integrerar företagets IT och stödjer organisationens centrala processer. Vidareutvecklingen av affärssystem kan se olika ut men handlar till stor del om att utveckla systemet i en riktning som följer användarnas krav och önskemål.  Vi har i denna kvalitativa studie undersökt hur en affärssystemsleverantör arbetar med kravhantering för vidareutveckling av affärssystem där vi ämnar att ta reda på vilka utmaningar som kravhantering kan medföra affärssystemsleverantörer. För att kunna svara på detta har vi tagit del av tidigare litteratur samt genomfört fyra kvalitativa intervjuer med olika roller inom kravhanteringsarbetet hos affärssystemsleverantören Infor. Kravhantering kan beskrivas på olika sätt men syftar till att identifiera krav för att hantera dessa tills en lösning är färdig att implementeras i affärssystemet. Vår slutsats visar att kravhantering utgörs av både affärssystemsleverantörers interna krav på affärssystemet samt externa krav som formuleras av olika intressenter. Vidare visar studien kravhantering tillsammans med det studerade företagets strategi är en drivande faktor för vidareutveckling av affärssystem. Vår slutsats visar även att både kommunikationen med kunder samt att affärssystemsleverantörers interna kommunikation tillsammans med prioritering av krav är utmanande. Det studerade företagets branschanpassade affärssystem medför även att det är en utmaning att förhålla sig till den funktionalitet som ska fungera för alla kunder oavsett bransch och samtidigt erbjuda kunder inom specifika branscher en produkt som täcker just deras centrala processer. / To run their business, companies usually have a helpful Enterprise Resource Planning system that integrates the company's IT and supports the organization's central processes. The further development of ERP systems can look different, but is largely about developing the system in a direction that follows the users requirements and wishes. In this qualitative study, we have investigated how an ERP system supplier works with requirements engineering for the further development of  ERP systems, where we intend to find out what challenges that requirements engineering can entail for ERP system suppliers. To be able to answer this, we have read previous literature and conducted four qualitative interviews with different roles in the requirement engineering process at the ERP system supplier Infor. Requirements engineering can be described in different ways but aims to identify requirements for handling these until a solution is ready to be implemented in the ERP system. Our conclusion shows that requirements engineering consists of both the ERP system suppliers internal requirements for the ERP system as well as external requirements formulated by various stakeholders. Furthermore, the study shows requirements engineering together with the studied company's strategy is a driving factor for further development of ERP systems. Our conclusion also shows that both communication with customers and that ERP system suppliers internal communication together with the prioritization of requirements is challenging. The studied company's industry-specific ERP system also means that it is a challenge to relate to the functionality that should work for all customers regardless of industry and at the same time offer customers in specific industries a product that covers their core processes.

IT Outsourcing (contracting-out of Information Technology services) has become a pivotal economic trend in recent decades. This study traces the interlacing of IT Outsourcing with Enterprise Resource Planning (ERP) software systems. Little research has considered the reciprocal relations between these two phenomena. This was the gap in knowledge addressed by the research. More specifically, the research investigated: why organisations turn to IT Outsourcing providers to implement and maintain ERP systems and what are the success factors for selective IT Outsourcing within ERP projects in Israel. Field research was conducted in organisations during 2006-2008, employing IT Outsourcing for ERP systems in two stages: Stage One used qualitative data-collection tools: five semi-structured interviews and fifteen open-ended questionnaires. Inductive content and thematic analysis conducted on data from these tools produced themes that formed the basis for a closed-ended questionnaire used in the next stage. Stage Two employed seventy two closed-ended questionnaires. Quantitative data from this questionnaire underwent deductive statistical analysis to test and confirm findings from Stage One. Results indicated that significant differences between ERP package-based centralised cross-organisational systems and the out-dated self-developed legacy IT systems produced different organisational requirements for IT Outsourcing services. Respondents thought it essential to employ IT Outsourcing for ERP projects, noting different motivations for this strategy. Respondents identified four success factor groups for IT Outsourcing in ERP projects, grading the factors according to relative importance. Management commitment and support was the most important success factor group. The research showed that organisations that implement ERP systems regard it as essential to employ the IT Outsourcing services since they provide experienced updated experts. Organisations stress that they need these services to ensure effective, operable systems, understanding that initially there is little cost reduction. Management commitment, wise choice of vendors and intelligent contracting can establish successful vendor-organisation collaboration. Contribution to knowledge is made by offering a better understanding of the unique phenomenon of IT Outsourcing within ERP projects in Israel, motivations to use and success factors

Nos últimos anos, a adoção de TI nas empresas tem se caracterizado pelo crescente uso dos sistemas integrados de gestão, particularmente dos sistemas ERP (Enterprise Resource Planning). Devido à sua natureza integrada e abrangente, esta ferramenta traz grande potencial de crescimento às empresas que o utilizam, através da melhoria de seus processos de negócio. As pequenas e médias empresas formam um mercado atrativo para os fornecedores de tais sistemas, dado que a oferta de ERP para empresas desse porte ainda é pequena; por outro lado, a necessidade das pequenas e médias empresas por uma solução de TI que a ajude a crescer faz com que a demanda por sistemas ERP seja crescente. O presente estudo buscou entender como atua o fornecedor de sistema ERP na transformação dos processos de negócio da pequena e média empresa. Este entendimento foi viabilizado através de um estudo de caso realizado em uma empresa de médio porte do ramo de fundição. No caso estudado, o sistema ERP implantado era adequado às necessidades da empresa e sua implantação acabou por ocorrer de forma bem-sucedida, porém houve atraso e gastos maiores que os esperados. Isto ocorreu porque a empresa que implantou o ERP ainda não havia realizado implantações em empresas de menor porte, e provavelmente supôs que poderia realizar a implantação na empresa estudada como se esta fosse de grande porte. Concluiu-se que o fornecedor do sistema ERP tem papel decisivo no sucesso da implantação desses sistemas em pequenas e médias empresas, fazendo com que a empresa onde o sistema foi implantado efetue saltos qualitativos nos níveis de maturidade de seus processos de negócio e de gestão. Porém, os fornecedores precisam levar em consideração as diferenças de maturidade entre as empresas de pequeno e médio porte e as de maior porte, para as quais o ERP era normalmente ofertado; as empresas de menor porte têm processos mais simples, possuem orçamentos de TI menores e seus funcionários têm menos intimidade com ferramentas de TI e de técnicas gerenciais mais profissionais que os funcionários de empresas de grande porte. Para obter benefícios dos sistemas ERP implantados, é necessário que essas características sejam consideradas num efetivo esforço do fornecedor do sistema ERP para transformar os processos de negócio e a gestão da pequena e média empresa, de forma a possibilitar um crescimento sustentado através do uso pleno de seus recursos. / In past years the adoption of IT in companies has been marked by the growth in integrated management systems, in particular ERP (Enterprise Resource Planning) systems. Because of its integrated nature this tool has given enormous potential for growth in companies that use it and improvements in business negotiation. Small to medium business have been enticed by suppliers of such systems, given that an offer of ERP to companies of this size remains small, on the other hand, the necessities of these small and medium sized companies for an IT solution that will assist in their growth makes that the demand for such a system as ERP is on the increase. The present study brought understanding as to how the supplier of the ERP system can transform the business process in the small and medium company. This understanding was made possible through the study of a company in foundries market. In this study, the ERP system installed was adequate to the needs of the company and its implementation was well received. However there was delay and expenses were more than expected. The reason for this was that the company supplying the ERP system had not previously dealt with a company of the size and treated the company as if it were of a larger size. We conclude that the supplier of the ERP system plays a decisive role in the success and implementing of these systems in small to medium companies, meaning that they have an affect on the growth and maturity of the companies? powers of negotiation in business. However, the suppliers need to take into consideration the differences in growth and maturity between companies of small to medium size and larger companies where ERP is normally found. Small to medium sized companies have a simpler running system, their IT budgets are smaller, and their employees have less contact with IT and managerial tools than the employees in larger companies. To obtain the most benefit, it is necessary that these points be taken into consideration in a real way by the ERP supplier to make able the changes necessary in the small to medium company enabling real and sustainable growth through full use of ERP resources.