Beyond the Framework
- Gepubliceerd in Marketing
- Reageer als eerste!
• Dependence on Vendors
• Uniqueness
• Other Kinds of Intergration
• The “Extended Enterprise”
• Other Kinds of Coordination
• Influences on Vendors
Menu
Factors in enterprise system success
- Gepubliceerd in Marketing
- Reageer als eerste!
-> Factors External to an Organizations control, starting conditions (conservatief of flexibel).
-> Organizations Motivated Behavior, Goals – Plans – Methodology – Execution – Resolve.
Experience Cycle
- Gepubliceerd in Marketing
- Reageer als eerste!
1. Fase 1, Project Chartering (decisions defining the businesscase and solution constraints)
2. Fase 2, The project rollout (getting system and users “up and running”)
3. Fase 3, Shakedown (Stabilizing eliminating “bugs” getting to normal operations)
4. Fase 4, Onward and upward (Maintaining system, supporting users, getting results, upgrading)
-> Sandoe gaat puur in op het project, terwijl er door Markus & Tanis daarnaast gesproken wordt over de adoptie.
-> The framework is framed in terms that are meaningful to practitioners, but avoids simplistic overphasis on a single factor (such as methodology).
Theoretical perspectives on enterprise system success
- Gepubliceerd in Marketing
- Reageer als eerste!
-> Having defined the outcome of interest, we need a theory to explain it.
• Rational actor (bv. technology acceptance model), it highlight peoples motivations and the actions they take to achieve their goals.
• External control theory, externe krachten
• Emergent process, interacties tussen mensen in organisaties en omgevingen
-> We build our framework on a particular emergent process theory designed by Soh and Markus toexplain how information technology creates (or fails to create) business value. Dit model komt overeen met de laatste 3 fasen uit de “Experience Cycle”.
Framing the analysis of enterprise system success
- Gepubliceerd in Marketing
- Reageer als eerste!
Success is the key-outcome of interest in our framework. The definition of success outcome:
• Multidimensional (Verschillende afdelingen)
• Dynamic concept (Dynamisch, wat je nu vindt hoeft niet over een half jaar nog zo te zijn)
• Relative (tijd)
There is a lack of consensus and clarity about the meaning of success.
Based on our observations of enterprise systems projects, we argue that a minimum set of success metrics includes the fellowing:
1. Project metrics
2. Early Operational Matrics
3. Longer-Term Business Metrics
To accommodate the multidimensionality and relativity of enterprise system success from the adopting organization’s perspective, we define a standard of optimal success, which refers to the best outcomes the organization could achieve with enterprise systems, give its business situation measured against a portfolio of project, early operational, and longer-term business results metrics.
Reasons for not adopting enterprise systems (Don’ts)
- Gepubliceerd in Marketing
- Reageer als eerste!
1. Lack of “feature function fit”
2. Organisatie grootte, Strategische flexibiliteit, Decentralized decision-making style (Dell)
3. Toegankelijkheid van alternatieven (Data warehouse system, BI, middleware)
4. Costs, competitive advantage, resistance to change
