Enterprise resource planning (ERP) systems are becoming mature technologies to support inter- and intra-company business processes in many intermediate and small organizations. However, these systems are complex and expensive. Research indicated that about three-quarters of the ERP projects were judged unsuccessful. A common problem confronted when adopting ERP software has been the issue of misfits, that is, the gaps between the functionality offered by the package and that required and expected by the adopting organization. This study investigated a systematical approach to facilitate the process of ERP implementation. The methodology includes five steps: Implementation Definition, Operation Analysis, Real Practice, Final Preparation, On-line and Maintenance. An ERP implementation case is used to demonstrate the feasibility of the methodology and provide the experience of misfit solving. With this methodology, the ERP adopting organizations can more easily and systematically implement the ERP package. In addition, the experience provides greater insight for misfit solving confronted in the case, and thereby reduce the risk of ERP implementation.

Abstract After the information technology has rapidly improved and Internet has widespread proliferated, e-learning has become an important trend for enterprise education and training but many companies still stay in the waiting or hesitation stage. Some companies intend to carry out e-learning but they do not know how to implement or what is the key to success. The critical factors of enterprise e-learning are still obscure for them. This study is attempted to establish an implementation/advance model that may help companies understand the critical factors of enterprise e-learning for designing effective plans. It starts from literature review for getting the subjects of critical factors of enterprise e-learning and then construct a list of factors. Data were collected by six interviews with the managers and trainee from six implemented e-learning companies. Afterwards, model was established. The findings of this study present that all e-learning actions are effected and guided by the strategies, culture and system/method factors. In the implementation procedure, there are effective factors ¡V course, teaching materials, instructional design, and information technology and infrastructure, which affect the results of achievement and learning. Learning result is also directly affected by characteristic of trainee.

The twentieth century shift from the industrial society to the knowledge society must be met by a transition in management of human capital. This thesis seeks to design an implementation method based on goal-setting theory and other team based work designs that can be deployed by anyone in the company. The model accounts for the two largest barriers to successful implementation, management and labor unions. The new model is strengthened by a bottoms-up approach, on-the-job development of teaming skills, and inclusion of the labor union at the earliest stage possible. / text

The thesis focuses on the implementation of the Business Competency Model in the retail chain, whose sole owner is the German parent company. In the theoretical part are - based on literature research - defined the basic concepts needed for further understanding of the thesis. The practical part first explains the cultural differences between Czechs and Germans, later the findings are used to design a competency model for the Czech Republic. The methods of semi structured interviews and pilot certification are used. In the chapters 5 and 6 are described the steps of the original German model, which is later adapted to conditions in the Czech Republic. Definitions of risk that may arise during the phases of the project and possible ways for their elimination are also considered. The thesis concludes with recommendations for the use of models in the future.

Several factors have influenced the recent development in charging of heavy goods vehicles in Europe. European legislation is changed and the political will is strong in many countries. The public awareness and acceptance is large for the need to put a price and a cost on the use of infrastructure. Environmental concerns are also actuating change in this direction. Systems are being introduced to support and enhance principles of marginal cost, fair pricing, inclusion of emission factors and to support modal shift. This has laid the foundation for a payment will for good technical solutions in the field of road user charging. This licentiate thesis aims at analysing and identifying the most important factors and areas to focus on for reaching a successful implementation of a system for charging heavy goods vehicles based on distance and marginal cost. These are: - Public acceptance and use of opportunities and public opinion - The political process and most important decision points - The legal framework before and during introduction as well as for operation of a system - The institutional framework - Responsibility assignment - System procurement and implementation, including procurement strategy, technology choices, testing and demonstration and interoperability Another important contribution is the implementation process model for an introduction of a distance based system for heavy goods vehicles in a country. The model comprises of the most important aspects to consider which has been made through the study and analysis of both implemented and cancelled systems as well as planned introductions, where the Swedish work in this direction has formed the major part of the analysis. The implementation process model with its main actors, decision points and information flow between actor groups are cornerstones of the model, which can serve as a tool for future implementers to follow.

Globalization, new technologies, culture shifts are some of the factors contributing to the fast-moving environment where organizations develop their activities. As a consequence, organizations have to change more frequently in response to the environment. The ability to manage change effectively has become crucial. However, recent research shows that 2 out of 3 change initiatives fail. Resistance to change is often cited as a main factor contributing to these failures. Based on that we decided to analyze the concept of resistance, its sources and what can be done to cope with it. After reviewing the literature we found that most researchers consider it as an obstacle; however, we also found that resistance can offer benefits to the change process, such as addressing possible weaknesses or serving as a source of innovation. We described a model to diagnose resistance based on the equity theory with an empirical illustration included. In addition, to manage resistance properly we found that communication and participation are two methods that target numerous sources of resistance and make possible to harness its benefits. Finally, we described the attributes of transformational leaders linking them to a specific example of the sports field to show the effective role that this leadership style has in terms of bringing changes to organizations and managing resistance.

<p>Several factors have influenced the recent development in charging of heavy goods vehicles in Europe. European legislation is changed and the political will is strong in many countries. The public awareness and acceptance is large for the need to put a price and a cost on the use of infrastructure. Environmental concerns are also actuating change in this direction. Systems are being introduced to support and enhance principles of marginal cost, fair pricing, inclusion of emission factors and to support modal shift. This has laid the foundation for a payment will for good technical solutions in the field of road user charging.</p><p>This licentiate thesis aims at analysing and identifying the most important factors and areas to focus on for reaching a successful implementation of a system for charging heavy goods vehicles based on distance and marginal cost. These are:</p><p>- Public acceptance and use of opportunities and public opinion</p><p>- The political process and most important decision points</p><p>- The legal framework before and during introduction as well as for operation of a system</p><p>- The institutional framework</p><p>- Responsibility assignment</p><p>- System procurement and implementation, including procurement strategy, technology choices, testing and demonstration and interoperability</p><p>Another important contribution is the implementation process model for an introduction of a distance based system for heavy goods vehicles in a country. The model comprises of the most important aspects to consider which has been made through the study and analysis of both implemented and cancelled systems as well as planned introductions, where the Swedish work in this direction has formed the major part of the analysis. The implementation process model with its main actors, decision points and information flow between actor groups are cornerstones of the model, which can serve as a tool for future implementers to follow.</p>

Introduction. The implementation of CRM systems for small companies have not been widely explored by previous literatures, giving me the opportunity to research the system implementation process of Company X. The purpose of this research is to understand how to process implementation of a CRM system within the frame of a small company. Theoretical Framework. The theoretical framework encompasses the concepts of CRM and previous theories on implementation processes: one focusing on business implementation of CRM (Chalmeta, 2006), and another focusing on the IS implementation of CRM (Cooper and Zmud, 1990). The literature represents a ground to understand the implementation process of Company X. Methodology. The paper is an action research, a relevant research design to the implementation process of Company X in real-world settings. The sampling is 1. project documents from the CRM projects implementation, implicating technical records from Company X, and 2. an interview with a key actor of Company X implementation process. Empirical findings. The results showcased different themes and subthemes that arose in the system implementation process of Company X which are correlated in the analysis to previous theories. Analysis. The analysis of this action research explores the question of Company X's implementation stages. Because CRM is a multidisciplinary subject, grouping technology, people and processes creates a systematic perspective over Company X’s results with 2 theories: one emphasizing a business implementation perspective (Chalmeta, 2006), and one information system implementation perspective (Cooper and Zmud, 1990). Conclusion. The implementation process was executed, having a large scope grouping 3 themes: problem discussion, implementation, and management of change (Chalmeta, 2006). These 3 themes revealed implementation stages such as initiation, adoption, adaptation, acceptance, routinization, and infusion (Cooper and Zmud, 1990). The implementation process approached different factors in Company X: user, organization, task, and technology.

Lean management is a philosophy focused on identifying and eliminating waste throughout a product’s entire value stream. It originates from the manufacturing system of Japanese automotive manufacturer Toyota and attracted due to its tremendous success widespread attention worldwide. Lean promises significant benefits in terms of waste reduction, and increased organizational and supply chain communication and integration.Generally, in terms of operations and improvements service companies are far behind manufacturing industries. Transferring Lean management concept from the manufacturing shop floor to services might offer opportunities for improvements. Many manufacturing businesses have improved and profited by the use of Lean management methods and tools. Yet the benefits haven’t been as nearly as impressive for service industries applying Lean management principles.The challenge in applying Lean to services is the lack of widely available references for implementing Lean in a service organization. Although some successful examples of Lean implementations in service businesses could be noticed in the past no standardized framework or general guideline was solidified for implementing Lean management in service organizations. In addition, implementing Lean and achieving the levels of organizational commitment, employee autonomy, and information transparency needed to ensure its success is a complicated task.This paper approaches to develop a conceptual framework for implementing Lean management in service organizations. Based on a sound theoretical foundation of Lean management methods in production and considerations about service management, challenges of implementing Lean in a service environment are derived. Ultimately, a conceptual framework is developed to implement Lean management approach in service businesses using a specific set of Lean tools.

Businesses are gradually extending their attention towards including sustainability activities in their business practices. Current linear approaches are outdated and new long-term sustainable options are being investigated. Circular economy (CE) has gained momentum during the past few years after the publication of a report by the Ellen MacArthur Foundation in 2013. Since then, scientific articles have presented different aspects of the concept, proposing various frameworks on how to address circular product design or circular business models. However, a framework visualizing CE from a holistic perspective and how it should be implemented is lacking. Therefore, this master’s thesis aims at developing a practically applicable framework for CE on a strategic level, as well as a tool for implementing circularity practices in an organization. Since large manufacturing industries seem to find it especially difficult to change from linear to circularity practices, the focus of this study will be on large manufacturing companies. Previous literature within the area was analyzed to interpret existing findings and to enable a creation of a new holistic CE framework. A case study was carried out to enable analyzing theoretical findings with a practical case. The conducted studies resulted in the development of a holistic CE framework, presenting areas necessary to address to accomplish a successful CE implementation. An implementation model was also developed, based on the stage-gate process, as well as the British Standard for implementing CE. The case study results show a status quo based on categories within the developed CE framework. The proposed implementation tool along with three defined focus areas to guide the case company’s continued transition was defined as 1) to introduce product-service systems to close resource loops and increase control of company resources, 2) to improve organizational culture to increase knowledge and thereby also the company’s market position, and 3) to establish product-focused partnerships to strengthen value chain relations.