Utvecklingen och användningen av ERP-system har blivit allt vanligare och trots att ett sådant system kan bidra med effektivitet kan implementeringen av ett sådant system innebära en omfattande organisatorisk förändring. Vid en förändring i form av införande av ny teknologi inverkar befintliga rutiner och institutioner på huruvida stabilitet kan upprätthållas. Stabilitet kan upprätthållas då nya regler går i linje med rådande rutiner eller vid närvaro av en lös koppling mellan dessa. Uppsatsens syfte är att genom en fallstudie undersöka om och isåfall hur stabilitet och förändring kan samverka vid implementering av ett ERP-system. Studien visar att detta är möjligt, dels tack vare att de anställda får vara delaktiga, att de inser förändringens huvudsakliga syfte samt att de nya reglerna går i linje med rådande rutiner och institutioner. Vidare har lösa kopplingar bidragit med stabilitet vid implementeringen, men på vissa punkter även bidragit till en uppbromsande effekt gällande några av de nya reglerna.

Frågeställning Vad har affärssystemet för påverkan på den interna redovisningen? Hur pass beroende är företagen av affärssystemet? Vad finns det för fördelar och nackdelar med systemet? Vad händer om systemet slutar fungera? Syfte Syftet med denna studie var att undersöka och analysera hur de valda företagen använder sig utav affärssystemet SAP i arbetet med den interna redovisningen samt att undersöka hur betydelsefullt SAP är för arbetet med den interna redovisningen. Metod Uppsatsen utgår ifrån en kvalitativ studie där fem respondenter på de valda företagen har intervjuats. Vid intervjutillfällena användes semistrukturerade frågor. En induktiv metod användes eftersom nya teorier skapades utifrån empirin. Slutsats Implementeringen av ett affärssystem har visat sig haft en stor påverkan på den interna redovisningen. De båda företagen är överens om att affärssystemet har varit en bidragande orsak till varför de inte har någon avskild intern redovisning. Denna studie har visat att företag, speciellt stora företag som ABB och Outokumpu, är väldigt beroende av ett väl fungerade och välanpassat affärssystem. Studien visar att i stort sett allt arbete sker i affärssystemet dagligen, således även arbetet med den interna redovisningen. En av de dominerande fördelarna med ett affärssystem har visat sig vara att all information finns samlad på ett och samma ställe. En av de stora nackdelarna har visat sig vara okunskapen kring systemet. Studien har visat att om systemet slutar fungera helt stannar arbetet i princip upp helt.

Abstract The development of information technology has progressed and hence, brings to huge conflict on business models in enterprises in the 21 century. However, the introduction of information technology not only involves purchase equipments but also operation processes and managers¡¦ decisions. To successfully introduce a new information system, it is necessary to consider many concepts of organization and management, such as a company¡¦s strategies, managers¡¦ commitments, and communication among different departments and so on. The construction industry is one of important index in a nation economic structure. This industry can push the development of national economics forward, and it is been seen as the head of industry. This study takes the D construction company as an example to discuss the process of introducing ERP system and the faced problems of reengineering. Indeed, this study also referred developed performance indexes to measure how employees feel about the introduction the new ERP system. The results showed that the introduction of an ERP system involves the cooperation among different departments. While a company is introducing an ERP system, there are many types of organization changes and lead to huge conflict. Therefore, the company should develop a team to manage the project, be responsible to manage changes, and strength employees¡¦ trainings. Finally, a company must be sure it is ready to introduce an ERP system for all members in this company.

Nowadays ERP system is crucial for management to improve internal process or SOP. The critical roles of ERP system are system user and MIS. This research is to discuss the main factors of MIS professional service quality based on IMP structures affecting user¡¦s satisfaction and behavior intention based on electronic manufacturing industry. A total 100 questionaries were filled out by system users and 76 were returned effectively. The data analysis goes to the conclusion as below. 1. The three dimensions ¡§social exchange¡¨¡B ¡§cooperation¡¨ and ¡§system quality¡¨ have significant effects on user satisfaction. 2. The two dimensions ¡§social exchange¡¨ and ¡§system quality¡¨ have significant effects on behavioral intention. The above conclusions are significant to the management as the following aspects. 1. Female user is willing to accept routine and paper work than male user. The satisfaction and behavior intention is also higher than male user. 2. The open and trust attitude between user, MIS and management is crucial to improve ERP system and internal process. 3. System quality and stability is key point for system user.

In recent years, more and more rapidly changing industry environment, enterprises face the challenge of more intensive, rapid response and then how to stay competitive, re-use of information technology has leapt to the table; contingent competing in the business community into the building process in the ERP, From time to time to hear the company spent a lot of money, but often can not feel the corresponding benefits of ERP, gradually "ERP" in the public mind, by the tool should be as effective competition, and gradually became a large enterprise proprietary products or a modern enterprise to determine whether the "symbol", it is deeply regrettable. As "enterprise of change management into ERP" (Electronic Commerce Research, Winter 2003, Volume I, Phase II) mentioned in the article, the enterprise is full of setbacks to promote the main reason why ERP is: underestimation of change management, budget overruns and time schedule was repeatedly pushed back, in addition to employee resistance to mind is the reason can not be ignored. In other words, is not a warning to avoid the ERP can successfully import it? In the end what is the KSF for Company to implement ERP? Is ERP implementation a management innovation? How to make a management innovation? What are the bottlenecks to implement the ERP? How to break them? Can the ERP improve the performance of the business operation? Does ERP implementation needs lots of resources, ex: manpower or money? Is it right that ERP is the only way lead to the growth of a company, and it will lose its competitiveness without ERP? The ERP will be present to promote the success of the enterprise as a case study, to understand their development process, encountered those problems? How do they overcome? After implementation of ERP, what company can benefit ? Hope that the success stories by practitioners to explore the key factors to success, but also hope to set out clearly the importance of promoting the implementation of ERP programs, and touch to what the problem might be, how to solve in order to improve chances of success.

The Study of the ERP system implemented by the major steel mills in mainland China - a case study on Wuhan Iron & Steel Co. Since 1990s, the radical change of customer demand, short life cycle of products, and accelerating innovation of technology have driven the enterprises to carry on reform of the management style and renewal of the management skill. The reform of the management style is focused on BPR (Business Process Re-engineering), and the renewal of management is to implement ERP (Enterprise Resources Planning) system. It is generally recognized that information technology can upgrade the enterprise competence. Applying information technology on BPR to facilitate ERP implementation is also proved to be successful. Both of them are important elements to improve business management. This research employs empirical studies about the implementation of ERP in large steel mills. Being different from the traditional manufacturing industries, the production type of large steel mills is a pyramid-shape model with higher difficulty, more financial and resource inputs. There are four different implementation modules based on the cases studied in this research: 1. Start from the rationalization of business administration, and self-develop a proper ERP system; 2. Look for assistance from the experienced intra-industry companies, and collaborative-develop a system required; 3. Look for assistance from the consultant companies to integrate the package software; and 4. Look for assistance from the software companies with domain knowledge in the early period, and start self-developing in the late period. All the implementing methodology, organization structure and principles of the four modules are described in this article. It is also our hope that the research result can help the enterprises to build up ERP.

The Enterprise Resource Planning system (ERP) is the major system of the Information Technical that implemented into on the small and medium-sized enterprises at present, through this ,combine software supplier , consultants and IT firm , according to the requirement, with the process improvement view of point , adopt the way of implement ex. roll-out , step by step , big-bang etc. come to SCM system implementation, exactly integrate the e-Commerce model workflow and procedure among the upstream and downstream systems, use to promote the competitiveness, to discovery the new opportunity of enterprises, what correct decision , selection and implementation into and developing the suitable system,that's the work focuses particularly on this paper.

ERP¡]Enterprise Resource Planning¡^comes from manufacturing industry at first. When the times develope, it hasn¡¦t the only patent in manufacturing industry. It changes the basic IS for all kinds of industries.In the past, the related topics for the researches of the the academic circle surrounded with the topics of ERP selecting and CSF. There are very fewer related researches for how to understand and how to select ERP consultant and Consultant Company.Because the academic and the industry circle recently understand the importance of consultant, consultant for ERP implementing is the success and failure role. Base on these reasons, those cause this research to discuss the topic of ERP consultant and Consultant Company. The purpose of this research is arranging and analysising the crieteria of selecting consultant and Consutant Company by collecting records¡Bexpert interviews and questionnaire. The research uses case studey to help for the case enterprise to select the most suitable ERP consultant by ELECTRE I and provides the rational decision structure and basis for the companies that want to implement ERP. At last , the case has selected JDE from the three consultant companies of Oracle¡BJDE and Proyoung. The result of this research mainly provides feasibility evaluation model. When company considers which consultant and Consultant Company to select, he can refer this crieteria and importance from this research. The company also finds the most suitable Consultant Company by using the methods and procedures from this research.

Enterprise resource planning systems (ERP) are expensive. The decision to install an ERP system necessitates a choice of mechanisms to determine whether an ERP system is needed, and once implemented, whether it is success. User satisfaction is one such evaluation mechanism. This research investigates the measurement of ERP user satisfaction in the specific context of the outsourcing environment. Starting with an analysis of the characteristics of ERP systems and the outsourcing environment and using the critical incident interview technique, a previously validated instrument was selected and adapted. A modified version was then developed and tested to prove its reliability and validity. The results of this effort and suggested uses of the questionnaire are reported here.

After 1990s, ERP (Enterprise Resource Planning) gradually becomes the enterprises¡¦ basic information platform. ERP is often employed by companies to integrate SCM and CRM, leading to an integrated supply chain with capability to link supplies and customers. The deployment of information resources is predicated on information technology infrastructure(ITI), which provides various sorts of information services. The implementation success of information system requires ITI to work smoothly with business processes. It is apparent that ITI, although an issue related to the IT domain, is capable of influencing the whole organization. This leads to an important role for ITI in implementing ERP by enterprise. The purpose of a company¡¦s strategic planning is to adopt itself to the environment change. This would demand a sounding planning of limited resources with ITI being included. The objective of IT strategy(ITS) is to provide the enterprise an overall action plan for employing information resources.From the literature survey, an interactive relationship between ITI, ITS, and ERP implementation was proposed by this research. This research employed case study methodology to investigate four companies which had implemented ERP.The focus is to explore the relationship among ITI, ITS, and ERP implementation. The research results indicated that, if ITS is well planned prior to the implementation, the implementation process would be less problematic and the results would be beneficial to the company¡¦s competitive advantage. As for the relationship between ITS and ITI, if the deployment of IT is directed to improve business value and competiveness, the required investment on ITI would be more. In turn, a competent ITI which provides support which are less prepared in ITI, implementing ERP has the effect of reininforcing the company¡¦s ITI.In addition, for the value judgement of ITI and the motivation of ERP implementation, this research developed an investment intensity matrix which can provide reference for investment decision on ITI. In the final analysis, the research provided a list of the IT infrastructure service needed by ERP implementation, acting as a guideline for information resource deploymeny for the enterprises that intent to implement ERP system.