The impact of information systems on organizations and markets
Communications of the ACM
Process innovation: reengineering work through information technology
Process innovation: reengineering work through information technology
Putting the enterprise into the enterprise system
Harvard Business Review
Enterprise resource planning: the role of the CIO and it function in ERP
Communications of the ACM
Enterprise resource planning and organizational knowledge: patterns of convergence and divergence
ICIS '00 Proceedings of the twenty first international conference on Information systems
Using a case study to test the role of three key social enablers in ERP implementation
ICIS '00 Proceedings of the twenty first international conference on Information systems
ICIS '00 Proceedings of the twenty first international conference on Information systems
A Delphi examination of public sector ERP implementation issues
ICIS '00 Proceedings of the twenty first international conference on Information systems
Mission Critical: Realizing the Promise of Enterprise Systems
Mission Critical: Realizing the Promise of Enterprise Systems
Enterprise Integration
The ERP Revolution: Surviving vs. Thriving
Information Systems Frontiers
Implementing Enterprise Resource Planning Systems: The Role of Learning from Failure
Information Systems Frontiers
A Critical Success Factors Model For ERP Implementation
IEEE Software
Identification of Necessary Factors for Successful Implementation of ERP Systems
Proceedings of the IFIP TC8 WG8.2 International Working Conference on New Information Technologies in Organizational Processes: Field Studies and Theoretical Reflections on the Future of Work
| Hi-index | 0.00 |
Enterprise Resource Planning (ERP) systems are designed to integrate various functions and processes, and are used by organizations as the first-level transaction processing systems in their information architecture. Although many studies have been conducted and reported on ERP implementation cases in the developed countries, there is not much literature on the experiences of companies in Asia and other parts of the developing world. These organizations confront issues that are significantly different from those faced by companies in the developed world, because of differences in the sophistication of IT use, and cultural and social contexts. This chapter describes a three-stage model for analyzing the deployment of ERP in developing countries, based on an empirical study of ERP implementation exercises in Indian organizations. Each stage describes a specific aspect of the implementation process. The specific characteristics of each stage and their implications for managers have also been discussed.