Implementing ERP through SAP R/3: A Process Change Management (PCM) Perspective

Enterprise resource planning (ERP) systems are increasingly considered as the technical platform for many business process change and improvement projects. Current research theories that have been adopted to understand the ERP phenomenon do not directly and comprehensively address the change issues involved in ERP implementation. This paper suggests the use of a process change management (PCM) perspective to explore the ERP phenomenon. A framework is therefore adopted to highlight the various PCM constructs in the context of SAP R/3 implementation. Evidence on how these constructs are operationalized in practice is drawn from a large collection of R/3 case studies representing various organizational experiences. The paper provides foundation and recommends several ideas for future research and investigation.

[1]  Prasad Bingi,et al.  Critical Issues Affecting an ERP Implementation , 1999, Inf. Syst. Manag..

[2]  Jos van Hillegersberg,et al.  Enterprise resource planning: introduction , 2000, CACM.

[3]  Keng Siau,et al.  Implementing SAP R/3 at the University of Nebraska , 1999, ICIS.

[4]  R. Talwar.  Business re-engineering—a strategy-driven approach , 1993 .

[5]  Kees van Slooten,et al.  Implementing ERP Information Systems using SAP , 1999 .

[6]  Varun Grover,et al.  From business reengineering to business process change management: a longitudinal study of trends and practices , 1999 .

[7]  Zahir Irani,et al.  Holistic business process reengineering: an international empirical survey , 2001, Proceedings of the 34th Annual Hawaii International Conference on System Sciences.

[8]  David K. Carr,et al.  Best Practices in Reengineering: What Works and What Doesn't in the Reengineering Process , 1995 .

[9]  S L Walston,et al.  Does reengineering really work? An examination of the context and outcomes of hospital reengineering initiatives. , 2000, Health services research.

[10]  Chung Yee Lee,et al.  Business process management: survey and methodology , 1995 .

[11]  Olga Volkoff,et al.  Using the Structurational Model of Technology to Analyze an ERP Implementation , 1999 .

[12]  Daniel Lerner,et al.  Quantity and Quality , 1999, Science.

[13]  Harald Mahrer,et al.  SAP R/3 Implementation at the ETH Zurich - A Higher Education Management Success Story? , 1999 .

[14]  Angela Clarke,et al.  The development of a best practice model for change management , 1997 .

[15]  A. Bryman.  Quantity and quality in social research , 1988 .

[16]  Ben Light,et al.  Enterprise resource planning: a business approach to systems development , 1999, Proceedings of the 32nd Annual Hawaii International Conference on Systems Sciences. 1999. HICSS-32. Abstracts and CD-ROM of Full Papers.

[17]  Han van Dissel,et al.  Enterprise resource planning: ERP system migrations , 2000, CACM.

[18]  Steven Towers.  Business Process Re-engineering , 1994 .

[19]  Anol Bhattacherjee,et al.  Beginning SAP R/3 Implementation at Geneva Pharmaceuticals , 2000, Commun. Assoc. Inf. Syst..

[20]  August-Wilhelm Scheer,et al.  Enterprise resource planning: making ERP a success , 2000, CACM.

[21]  T. Davenport.  Putting the enterprise into the enterprise system. , 1998, Harvard business review.

[22]  Han van Dissel,et al.  ERP System Migrations. , 2000 .

[23]  Nancy H. Bancroft.  Implementing SAP R/3 (2nd ed.): how to introduce a large system into a large organization , 1996 .

[24]  Fiona Fui-Hoon Nah,et al.  A Recurring Improvisational Methodology for Change Management in ERP Implementation , 1999 .

[25]  Judy E. Scott.  The FoxMeyer Drugs' Bankruptcy: Was it a Failure of ERP? , 1999 .

[26]  J. Heineke,et al.  Business Process Reengineering: Improving in New Strategic Directions , 1994 .

[27]  A. Scheer,et al.  Making ERP a Success. , 2000 .

[28]  Dudley P. Cooke,et al.  SAP Implementation: Strategies and Results , 1998 .

[29]  Mohamed Zairi,et al.  Business process management: a boundaryless approach to modern competitiveness , 1997, Bus. Process. Manag. J..

[30]  James C. Taylor.  Participative design: linking BPR and SAP with an STS approach , 1998 .

[31]  John Hagel.  Keeping CPR on Track , 1993 .

[32]  C. Stefanou.  Supply Chain Management (SCM) and Organizational Key Factors for Successful Implementation of Enterprise Resource Planning (ERP) Systems , 1999 .

[33]  M. Patton,et al.  Qualitative evaluation and research methods , 1992 .

[34]  Norbert Welti,et al.  Successful SAP R/3 Implementation: Practical Management of ERP Projects , 1999 .

[35]  Ben Light,et al.  Global enterprise resource planning implementation , 1999, Proceedings of the 32nd Annual Hawaii International Conference on Systems Sciences. 1999. HICSS-32. Abstracts and CD-ROM of Full Papers.

[36]  Mary Sumner,et al.  Critical success factors in enterprise wide information management systems projects , 1999, SIGCPR '99.

[37]  Prasad Bingi,et al.  Critical issues affecting an ERP implementation : Entreprise computing , 1999 .

[38]  William J. Kettinger,et al.  BUSINESS PROCESS REENGINEERING: Building a Comprehensive Methodology , 1993 .