Proceedings of the Second XP Universe and First Agile Universe Conference on Extreme Programming and Agile Methods - XP/Agile Universe 2002
Enterprise resource planning (ERP) implementation planning and structure: a recipe for ERP success
SIGUCCS '04 Proceedings of the 32nd annual ACM SIGUCCS conference on User services
Beyond Cost: The Drivers of COTS Application Value
IEEE Software
European Journal of Information Systems - Special issue: Making enterprise systems work
Investigating success factors in enterprise application integration: a case-driven analysis
European Journal of Information Systems - Special issue: Making enterprise systems work
Journal of the American Society for Information Science and Technology
Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change
Journal of Management Information Systems
Development of HR module in ERP for IB thermal power station: a case study
International Journal of Business Information Systems
International Journal of Business Information Systems
ERP Usage in Banking: An Exploratory Survey of the World's Largest Banks
Information Systems Management
PPSS: CBR system for ERP project pre-planning
AIS'04 Proceedings of the 13th international conference on AI, Simulation, and Planning in High Autonomy Systems
Tacit Knowledge Sharing During ERP Implementation: A Multi-Site Case Study
Information Resources Management Journal
International Journal of Enterprise Information Systems
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An ERP environment emphasizes constant change and reassessment of organizational processes and strategic vendor alliances. Processes are standardized, but they aren't static. Unlike the legacy systems that inhibit making changes, regular ERP updates force change on already dynamic organizations. The real difficulty in implementing an ERP isn't because it's a new system or because it means making changes. The challenge is that it instills discipline into an undisciplined organization. And while it helps the organization as a whole respond to changes in market demands and customer needs, employees don't necessarily see this cultural change as an improvement