Enterprise resource planning (ERP) is established among a majority of small and medium sized companies in Kista Science City and seems to have a positive effect on organizational effectiveness. Kista Science City is Sweden’s largest corporate centre, with more companies and employees in a limited area than anywhere else in Europe. This study looks at the level of adoption of ERP functions, perceived organizational effectiveness and critical success factors. The most common use of ERP is for financial control and reporting, followed by order entry and purchasing. A significant relationship between the level of adoption and organizational effectiveness was found. Although Enterprise Resource Planning has become an established phenomenon the investments in ERP software are far from fully utilized. Most companies have started to use ERP to integrate functional areas but few companies have moved to extended ERP (ERPII). The adoption of functionality for customer relationship management seems to have started, but the use of e-commerce, business intelligence and supply chain management is very low. Different reasons for the low level of adoption are discussed and it is suggested that the interrelationship between SMEs and ERP-consultants be investigated further. ERP-consultants are important change agents and knowledge transfers for ERP and one way to interpret the data is that ERP-consultants are caught in a negative spiral where they focus on installations and technical maintenance of core ERP, which prevents them from developing new, extended ERP competence. An analysis of critical success factors showed that although technical competence was important socially oriented factors such as project teamwork and composition as well as communication had a greater effect on organizational effectiveness. Surprisingly enough, project management did not have any effect on organizational effectiveness. Common implementation methods for ERP focus on project management. It is suggested to further analyse if these methods could be improved by an increased adaptability to differences in company settings and requirements as well as through a better use of critical success factors. Organizational effectiveness can be measured in many ways and it was found that the success factors varied in terms of how they correlated with different measures. In the next step, the doctorial thesis, it is suggested that a prototype environment is developed to stimulate an increased use of extended ERP among small and medium sized companies. Several actors, such as SMEs, consultants, vendors and students would be involved. The prototype environment could facilitate enhancements of implementation methods and reduction of implementation costs through the development of reusable objects such as add-on solutions, process maps and system configurations. It could also help small and medium sized companies to investigate the business benefits of ERP by increasing involvement and familiarity while on the same time decrease costs and risks. / QC 20100713

This research builds on the literature about power and performance, offering new theory that extends the literature by accounting for the transformational effects of information technology. The role of information technology in the relationship between organizational power and performance is unclear in the literature. Management literature offers theories describing the relationship between power and performance. IS literature investigates the relationship between information technology (IT) and power and between information systems technology and performance, but is silent on the impact of IT on the relationship between power and performance. The nature of this relationship – direct, moderating, or indirect – is unknown. Due to the ubiquity of information technology in organizations and society, it is necessary to theorize on the relationship between IT, power and performance. This study evaluates the implementation of Enterprise Performance Management (EPM) solutions in two case study organizations. The use of the IT portion of the EPM is the event of interest. In one case, the EPM implementation is considered a success. In the other, the EPM implementation is considered unsuccessful. Findings from each organization are compared and used to determine the overall research findings. The findings demonstrate the transformational potential of IT on the relationship between power and performance and provide insights that may lead to a deeper understanding of each. The findings of this case study point the way toward development of more detailed constructs and propositions that are testable, measurable, and refutable.

Made available in DSpace on 2016-04-25T16:45:09Z (GMT). No. of bitstreams: 1 Manuel Pier Sobrido.pdf: 3053996 bytes, checksum: a208626520624d9c4cf457e8540b97e1 (MD5) Previous issue date: 2008-10-22 / Business Intelligence (BI) is a support solution to decision-making that helps business managers turn huge volumes of transactional data into useful information, which, when timely available in the appropriate format offers support to decision making. When this technology is applied together with the ERP (Enterprise Resource Planning) system, it builds up and enhances results, since ERP forms an integrated database containing consistent data from many areas of the organization. The exploitation of this corporate database can offer valuable information, which is extremely useful to the organization decision making process. However, many companies, while implementing good BI projects from the technical viewpoint, end up not obtaining the expected results from their applications. This occurs because BI does not involve technological issues only, but also requires special attention to other important factors such as: creativity, culture and people who understands the full value of information as a strategic resource. The purpose of this study is to show the factors that should be taken into consideration, since they can make a difference between the project s success and its mediocre result. To support the reasoning of this research problem, a case study of the company PETROM Petroquímica Mogi das Cruzes S.A. was carried out. The results obtained from bibliographical research and the case study demonstrate that the critical factors for BI application success analyzed, can decisively influence the success of BI projects, especially factors dealing with the importance of executive support and BI applications alignment with company s business / Business Intelligence (BI) é uma solução de suporte à decisão que ajuda administradores e gerentes a transformar imensos volumes de dados transacionais em informações úteis, que, ao serem disponibilizadas no momento e no formato adequado, oferecem apoio em processos decisórios. Quando essa tecnologia é empregada em conjunto com o sistema ERP (Enterprise Resource Planning), elas se potencializam e os resultados ficam ainda melhores, pois o ERP forma uma base de dados integrada, contendo dados consistentes de várias áreas da organização. A exploração dessa base de dados corporativa pode oferecer um conjunto valioso de informações, que são extremamente úteis ao processo decisório da organização. Contudo, muitas empresas, ao implementarem bons projetos de BI do ponto de vista técnico, acabam não obtendo os resultados esperados de suas aplicações. Isso ocorre, pois o BI não diz respeito apenas a uma questão tecnológica, mas exige também atenção a outros fatores importantes, tais como: criatividade, cultura e pessoas que vejam a informação como um recurso estratégico. O presente trabalho procura entender o papel desses fatores que devem ser levados em consideração, pois podem fazer a diferença entre o sucesso ou apenas o resultado medíocre de um projeto. Para dar suporte à argumentação desse problema de pesquisa, realizase, nesta dissertação, um estudo de caso na empresa PETROM Petroquímica Mogi das Cruzes S.A. Os resultados obtidos a partir das pesquisas bibliográficas e do estudo de caso demonstram que os fatores críticos para o sucesso de aplicações de BI analisados, podem exercer influência decisiva para o êxito de projetos de BI, em especial os fatores que tratam da importância do apoio executivo e do alinhamento das aplicações de BI com o negócio da empresa

The successful elimination of the Y2K vulnerability from the information technology (IT) systems of a large, complex critical sector organization provided a model to study how organizations contend with problems affecting the security of electronically stored and transmitted information, and how context influences their solutions. This dissertation proposed that the institutionalized environments of sub-unit business areas influenced compliance solutions during the Year 2000 Program process at Delta Air Lines, Inc. The investigation applied rival organization theories. A comparative case study method was employed to explain the Y2K compliance solutions of four business areas as embedded sub-cases. Data for the study were the Delta Year 2000 Program archive, and personal interviews with individuals related to the Delta Year 2000 Program. Data analysis revealed characteristics of both the institutional and the rational-contingency models. Case results showed that: * A positive relationship among entities in the sectoral environment benefited the air transportation field in addressing the Y2K problem. In this cooperative setting, addressing common issues in one place helped a vast network of related organizations. Recognizing that all were stakeholders made it work. * Business area decisions were influenced by the institutionalized environments of their respective fields. * The Year 2000 Program team lacked awareness that the Y2K bug was an information security issue. * In the process of eliminating the Y2K bug from the Delta systems, new vulnerabilities were introduced. While tradeoffs are always required among security, functionality, and efficiency within the IT structures and systems of the present time, this negative effect might have been anticipated; but it was not. * The success of this complex, short-term project at Delta underscored the importance of leadership, understanding of IT, vision, motivation, IT skills, understanding of assets, and appropriate strategy. The Delta case study contributes to the fields of information security and organization studies. Results have implications for policymaking and for future research in the field of information security.

Les entreprises dont le cœur de métier est orienté vers la conception et la production de systèmes réputés complexes cherchent en permanence à améliorer leur position sur des marchés généralement mouvants face à la concurrence internationale. Une des solutions possibles consiste à déployer, améliorer et gérer des processus d'Ingénierie Système. Entre autres avantages, les entreprises peuvent par ce biais espérer gagner à la fois en termes de qualité de leurs prestations et de réactivité avec laquelle elles les fournissent.Ce déploiement nécessite cependant de porter une attention particulière aux besoins, capacités et motivations des ressources et organisations, tant internes qu'externes à l'entreprise, devant être impliqués dans le déploiement ou l'exécution de ces processus. De fait, la maîtrise de leur interopérabilité doit être considérée comme un facteur clef de la réussite du déploiement. Par ailleurs, comme le déploiement de processus appelle à structurer le travail, à modifier l'organisation et le fonctionnement même des entreprises, ces dernières doivent être en mesure de mettre en œuvre des efforts importants de compréhension, d'anticipation, d'adaptation voire de gestion du changement. Elles se trouvent alors souvent dépourvues face au peu de solutions pragmatiques disponibles et applicables réellement pour déployer des processus en milieu industriel.Pour répondre à ces besoins, les travaux de recherche développés au cours de cette thèse ont pour objectif de fournir un cadre méthodologique et technique permettant de lever certains des verrous empêchant ou freinant la réussite du déploiement de processus. Ils sont appliqués ici au déploiement de processus d'Ingénierie Système dans un contexte aéronautique. Ils concernent plus particulièrement les processus d'ingénierie de produits de type hélicoptère et des services associés.La contribution globale de ces travaux consiste donc à définir un guide méthodologique outillé pour assister le déploiement de processus dans une entreprise multi-sites et pluridisciplinaire. Ce guide inclut :• Une analyse comparative détaillée des standards de l'Ingénierie Système applicable en aéronautique,• Un méta-modèle permettant d'établir une vision/compréhension partagée des concepts nécessaires au déploiement,• Un modèle de maturité permettant de connaitre le degré de préparation de l'entreprise pour le déploiement,• Une méthodologie de déploiement formalisée (BPMN 2.0 et modèle formel sous-jacent) facilement automatisable et non ambiguë,• Une méthodologie d'évaluation de l'interopérabilité des ressources et des unités d'organisations à impliquer dans un processus à déployer, formalisée mathématiquement et outillée entre autres par des questionnaires types facilitant son application immédiate,• Des modèles de processus et en particulier celui de définition des exigences réalisé pour valider la méthodologie de déploiement,• Un ensemble cohérent et interopérable de solutions informatiques comprenant un moteur de workflow, des outils de modélisation, des outils d'évaluation de la maturité et de l'interopérabilité, une application récupérant la connaissance des modèles et un générateur de documents. / Companies whose primary business is the design and the supply of complex systems try to constantly improve their performances to be ahead of their international competitors. For this, a solution is to deploy, improve and manage Systems Engineering processes. Indeed, among other things, this may enable companies improving the quality of their services but also the reactivity with which they supply them.Nonetheless, this deployment requires paying a special attention to needs, abilities and motivations of resources and organisations, should they be internal or external to the company, likely to be involved in the deployment or execution of these processes. Thus, mastering their interoperability should be considered as an important need and should be considered as a key factor in the deployment.Moreover, since a process deployment implies to structure the work share, to modify the organisation and the functioning of enterprises, the latter must be able to carry out considerable effort to understand, anticipate, adapt and lead the change. However, they often experience difficulties considering the few pragmatic and applicable solutions available to directly deploy processes in industry.To meet these needs, this thesis research aims to supply a methodological and technical guide that enables getting over obstacles preventing or impeding the success of the deployment. It is here applied for the deployment of Systems Engineering processes in an aeronautics context. More precisely, this work focus on processes in charge of the design of helicopters along with services related to them.Consequently, the global contribution of this thesis consists in the definition of an equipped methodological guided to support the deployment of processes in a company that is multi-sites and multi-cultural. This guide includes:• A detailed comparative analysis of international Systems Engineering norms applicable in a aeronautics,• A meta-model that enables sharing a common vision/understanding of concepts required for the deployment,• A maturity model that enables appraising the readiness of a company for the deployment,• A formalised deployment methodology (BPMN 2.0 and an underlying formal model) that is unambiguous and that can be easily automated,• A methodology enabling the assessment of the interoperability of resources and organisation units to involve in a process to deploy, mathematically formalised and equipped with typical questionnaires to facilitate its immediate application,• Processes models and more particularly the one in charge of the stakeholders requirements definition to validate the deployment methodology,• A consistent and interoperable set of computer applications including a workflow engine, modelling tools, applications for the assessment of maturity and interoperability, an application to collect knowledge in models and a document generator.

In der Arbeit wird ein Erklärungs- und Gestaltungskonzept für die Wissenskoordination in Projekten zur Einführung und Anpassung von Enterprise Systems (ES-Projekten) entwickelt. Das Modell Lebensfähiger Systeme von Stafford Beer wird zur Verortung, Strukturierung und Gestaltung von Lern- bzw. Wissenseinheiten im Diskursbereich ‚ES-Projekte’ angewendet. Es wird ein Vorschlag unterbreitet, wie ein Enterprise System und ein entsprechendes ES-Projekt auf die Lebensfähigkeit begründenden Systemstrukturen eines Anwendungsunternehmens auszurichten ist. Es wird zudem ein Vorschlag unterbreitet, wie der entsprechende Prozess des integrierten Lernens und Veränderns eines lebensfähigkeitsorientierten ES-Projektes durch ein Software-Tool unterstützt werden kann. / The thesis presents an explanation and design concept for the knowledge co-ordination process in Enterprise System Projects. The Viable System Model of Stafford Beer is used for the detection, structuring and organization of learning and knowledge units within complex Enterprise System Projects. A proposal is made, as to how Enterprise Systems and appropriate Enterprise System Projects are to be aligned to viable system structures of a company. Furthermore a proposal is made, as to how the appropriate process of integrated learning and change in viability-oriented Enterprise System Projects can be supported by a Software-Tool.

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企業大型商用套裝軟體(企業系統)的導入迫使系統使用者在許多方面必須進行改變，包含了工作的內容、人際間的關係、決策的過程以及工作的現狀。變革管理在企業系統建置能否成功的議題上扮演了非常關鍵性的角色。全面性地瞭解不同型態的使用者為什麼會抗拒企業系統建置的原因將有益於管理策略的執行並且產生更加符合期望的建置成果。本研究應用Delphi方法，針對十二位專案管理人進行深入的訪談，從他們的背後代表的上百個專案的經驗中，發現主管階層的使用者和基層操作階層的使用者對企業系統的抗拒原因不同，所需使用的管理策略亦不相同。管理階級的使用者本身抗拒系統最主要的原因為相信自己決策的能力比電腦來得強，同時對於系統能帶來的效益較持懷疑的態度。他們最常表現出來的抗拒行為是在會議當中和高階主管或是顧問們顯現負面的感覺或是抱怨。主管階層的使用者需要的是參與式的管理策略，給予協助並且確認他們對整個系統所能帶來的效益有所瞭解。而對於基層操作階層的使用者來說，因為導入系統所帶來的工作量增加、受到監視的感覺增加以及對於系統的不熟悉、認知不足，是他們抗拒企業系統的主要原因。這些使用者傾向於將錯誤推諉給其他員工以及直接抱怨系統的不易使用。本研究建議針對基層操作員工進行整體流程的訓練、加上適當的獎勵制度以及由他們的直屬主管來和他們進行更明確的溝通，協助他們解決問題。 / Enterprise systems (ES) impose changes on users in many areas: job content, interpersonal relationships, decision-making approaches, and work status. Change management is critical to successful ES implementation. A complete understanding of reasons and behaviors of different types of user resistance can lead to better management strategies and desired outcomes. Applying Delphi techniques with in-depth interviews with 12 project managers of more than one hundred ES projects, the study found that managerial and operational users resist enterprise systems in different ways and require different management strategies. Managerial users resisted using enterprise systems mainly due to confidence in their own way of making decisions and low perceived value of the system. They tended to express their doubts and negative feelings in meetings with top managers and consultants, and required more participative strategies to clarify their understanding of ES benefits. Resistance from operational users came mainly from excessive workloads, increased monitoring, and insufficient knowledge of ES. These users tended to blame others for errors as well as complaining the difficulties of using the system. It is suggested that users receive process training with proper rewards and clear communication from direct managers.

O contínuo aparecimento de novos conceitos para o desenvolvimento e controle de uma organização, os avanços da Contabilidade Gerencial além da crescente demanda pela Contabilidade Financeira colocam um desafio para a Contabilidade e todos os envolvidos na sua utilização, operação, pesquisa, desenvolvimento e implementação. Este desafio tem sido mais forte devido ao aumento da complexidade das organizações e o impacto causado pelos Computadores, que reforçaram o conceito de velocidade nos negócios. Adicionalmente, a influencia da cultura japonesa na Administração Organizacional, mais especificamente, \"kanban\", \"Just in Time\", Circulos de Qualidade e flexibilidade, trouxeram mudanças no comportamento organizacional, pressionando a área contábil a atuar dentro dos mesmos padrões. Muitos autores tem questionado sobre estes aspectos como, por exemplo: Bromwich & Hopwood em \" Research and Current Issues in Management Accounting (1986, dizendo: \"Varias abordagens para estrutura organizacional estão criando diferentes necessidades de informação para decisão e controle. Maior enfase está sendo colocada na necessidade de atender tanto as necessidades de informação locais quando as da administração central, e mais, \"a Contabilidade é tambem chamada a desempenhar um papel explicito na mobilização da mudança organizacional. Nao mais vista como um mero repositório passivo de dados do passado, o sistema contábil é parte integrante do desenho de diferentes abordagens na gestão da visibilidade organizacional e das várias direções para sua atuação.\" Estes aspectos foram tambem identificados por Iudicibus em \"Teoria da Contabilidade (1980), ao discutir as categorias de usuários da informação contábil e seus objetivos. Assim, a Contabilidade e os Contadores vem sendo mais e mais requesitados a suprir toda a organização com melhores seriços e informações. O Contador como profissional é solicitado a ser empresário, e sair de sua posição tradicional de \" dono dos dados\" para um novo papel, o de agente de serviços de informação e facilitador na tomada de decisão. Portanto, o Contador e o Sistema de Informação Contábil devem estar totalmente integrados aos objetivos da organização, tanto internos quanto externos. A questão é: como o Sistema de Informação Contábil pode satisfazer as necessidades de informação de uma organização. O objetivo desta tese é o de revisar a abordagem sistêmica da Contabilidade considerando os novos conceitos acima propostos. / The continuous release of new concepts in the development and control of an Organization, the advances of Managerial Accounting plus the growing requirements for Financial Accounting present all together a challenge for Accounting and for all individuals somehow involved in its usage, operation, research, development and implementation. This challenge has been stronger due to the increase in the complexity of an organization and the impact caused by the use of Computers, which have introduced the concept of speed in business. Additionally, the influence of the Japanese culture in Business Administration, more specifically, the Kanban, Just in Time, Quality Circles and flexibility, has caused many changes in the organizations behavior, pressuring the Accounting area to act accordingly. Several authors have questioned about these points as for example: Bromwich & Hopwood in Research and Current issues in Management Accounting (1986), saying: Different approaches to organizational structuring are creating different information needs for decision making and control. Greater emphasis is being placed on the need to service both local and central management needs for information, and more, Accounting is also being called upon to play a quite explicit role in the mobilization of organizational change. No longer seen as a mere passive reckoning of the economics of the past, accounting systems are now being implicated in the design of different approaches to the management of organizational visibility and different incentives for organizational action. This aspect had also been identified by Iudícibus in Teoria da Contabilidade (1980) when discussing the Categories of accounting information users and their objectives. Thus, the Accounting and the Accountants are being requested more and more to supply the entire organization with better service and information. The Accountant, as a professional, is asked to be a businessman, changing from his old position of data owner to a new one, as an Information Service Agent, and as a decision making facilitator. Therefore, the Accountant and the Accounting System must be fully integrated with the companys objectives internally and externally. The question is, how the Accounting System can satisfy the information requirements of a Company. The objective of this study is to revise the systems approach for Accounting in a computerized environment considering the new concepts above explained.

The last couple of years the trend within the software industry has been to releasesmaller software updates more frequent, to overcome challenges and increase flexibility, to alignwith the swiftly changing industry environment. As an effect, we now see companies moving over tocapitalizing on subscriptions and incremental releases instead of charging for upgrades. By utilizingneo-institutional theory and Oliver’s (1991) strategic response theory, an enterprise systemsvendor’s response to the emerging DevOps trend can be determined.