IDEAS home Printed from https://ideas.repec.org/a/ids/ijbexc/v1y2008i1-2p55-70.html
   My bibliography  Save this article

Understanding the subcultures key to ERP implementation: an empirical investigation

Author

Listed:
  • Parag Kosalge
  • Jaideep Motwani

Abstract

Firms often turn to Enterprise Resource Planning (ERP) as a solution to operational level problems leading to business excellence. But what can be done when process maps give you a clean bill of health instead? This paper examines two such companies with severe operational problems that were considering ERP implementation. Traditional process maps could not unearth any operational problems. This stymied ERP implementation as process analysis gave no hope for any major performance improvements. Further analysis of the operations revealed issues located in the organisational subcultures, leading to the root of the process performance failures. This study provides the impetus for reengineering process analysis methods to include the humanistic side of the business operations, leading to better ERP implementation. It can also help reengineer performance measures and metrics used to assess and benchmark business processes.

Suggested Citation

  • Parag Kosalge & Jaideep Motwani, 2008. "Understanding the subcultures key to ERP implementation: an empirical investigation," International Journal of Business Excellence, Inderscience Enterprises Ltd, vol. 1(1/2), pages 55-70.
    • Handle: RePEc:ids:ijbexc:v:1:y:2008:i:1/2:p:55-70
    as

    Download full text from publisher

    File URL: http://www.inderscience.com/link.php?id=17566
    Download Restriction: Access to full text is restricted to subscribers.
    ---><---

    As the access to this document is restricted, you may want to search for a different version of it.

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Ehsan Samiei & Jafar Habibi, 2020. "The Mutual Relation Between Enterprise Resource Planning and Knowledge Management: A Review," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 21(1), pages 53-66, March.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:ids:ijbexc:v:1:y:2008:i:1/2:p:55-70. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Sarah Parker (email available below). General contact details of provider: http://www.inderscience.com/browse/index.php?journalID=291 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.