Organizations that have successfully adopted ERP systems view them as one of the most important innovations that have lead to the realization of substantial tangible and intangible improvements in a variety of areas (Davenport, 1998, Davenport, 2000, Markus and Tanis, 2000).

Davenport (1998) further states that ERP systems may be the most important development in the corporate use of information technology. Thus, many organisations are planning to improve their competitive position by implementing ERP systems (Rabaai, 2009; Grabski and Leech, 2007). Enormous amounts of money is usually

They may also adopt ESs because of external pressure in favor of adoption (Oghazi, 2009). In this regard, since the mid-1990s, US firms have increasingly invested in efforts to implement ESs into their organizational structure Although, ERP systems can bring many benefits to organizations, the high failure rate is a major concern (Davenport, 1998). It is said that, about 70 percent of ERP implementations fail to deliver anticipated benefits (Al-Mashari, 2000) and three quarters of these projects are unsuccessful (Griffith, Zammuto, & Aiman-Smith, 1999; Hong & Kim, 2002; Kumar, Maheshwari, & Kumar, 2003). ESs can also be designed in a manner that allows for inter-firm information flow (Davenport, 1998; Chandrashekar and Schary, 1999). However, despite the overall positive view regarding the impact of ESs on businesses performance, implementation of such systems is often associated with high costs. ERP merupakan sebuah sistem yang terdiri atas paket software komersial yang menjamin integrasi yang mulus atas semua aliran informasi di perusahaan, meliputi keuangan, akuntansi, sumber daya manusia, rantai pasok, dan informasi konsumen – Davenport, 1998 appropriée. Ainsi, la réussite de l'adoption d'un ERP repose essentiellement sur une préparation réfléchie de la part de l'entreprise.

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Strategy? Role of IS, AIS, ERP in strategy or implementing the strategy? Sistemas ERP surgiram a partir da evolução dos sistemas MRP (Material Estrutura típica de fucionamento de um sistema ERP (DAVENPORT, 1998). Implementing an Enterprise Resource Planning (ERP) system is a major cultural change Davenport (1998) further states that ERP systems may be the most  1 Ago 2017 Os sistemas integrados de gestão, também chamados de ERP ou enterprise resource planning, foram desenvolvidos como uma solução no  accounting, human resources, supply chain, and customer information ( Davenport, 1998). ERP implementation is a lengthy and complex process, and there  The motivation for shadow systems within the context of an ERP system can be Davenport, T. H. (1998) Putting the Enterprise into the Enterprise System. the implementation of enterprise resource planning (ERP) in the construction each enterprise's individual characteristics (Davenport,. 1998).

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ERP has also been found to be effective in reducing inven-tory costs, improving efficiency, and increasing profitability (Appleton, 1997; Brakely, 1999). In addition, ERP has been credited with reducing (Davenport, 1998; Martin, 1998), some with disastrous results.3 Given the scale of ERP implementation projects as well as the possibility for both large successes and failures, it is reasonable to expect that ERP deployment have a significant The concept of the ERP system can be illustrated, following Davenport (1998), with the diagram in Figure 1. EVOLUTION OF ERP SYSTEMS The evolution of ERP systems closely followed the spectacular develop- ments in the field of computer hardware and software systems. Organizations that have successfully adopted ERP systems view them as one of the most important innovations that have lead to the realization of substantial tangible and intangible improvements in a variety of areas (Davenport, 1998, Davenport, 2000, Markus and Tanis, 2000).

av M Andersson — sammanställa information från det ERP/MRP-system som används och därmed Enligt Davenport så är processorientering att anta 26 Davenport (1998) s 3.

Technical stakes of modern ERP concern integration—hardware, applications, networking, supply chains. ERP now covers more functions and roles—including decision making, stakeholders' relationships, standardization, transparency, globalization, etc. Para Davenport, un sistema ERP es un paquete de software comercial que integra toda la información que fluye a través de la compañía: información financiera y contable, información de recursos humanos, información de la cadena de abastecimiento e información de clientes (Davenport 1998) Segundo Davenport (1998) um sistema ERP é um pacote comercial de software que tem como finalidade organizar, padronizar e integrar as informações transacionais que circulam pelas organizações. Descreva as principais características de ERP. 1998).

Davenport(1998)American Production andInventory Control Society (2001) 3. WHAT IS ERP? ENTERPRISE RESOURCE PLANNING INTEGRATION OF MODULES SOLVE INFORMATION FRAGMENTATION 4. As Davenport (1998, p. 128) phrases the problem: "determining what should be common throughout the organization and what should be allowed to vary".
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Successful Implementation of ERP systems. Davenport, T. (1998) Putting the enterprise into the enterprise system, Harvard Busi- ness Review 76(4): 121-131. Aug 1, 2004 Enterprise resource planning (ERP) system is a business strategy, organisation, and culture” (Davenport, 1998; Lee and Lee, 2000).

Business problems, rather than technical challenges, are the primary causes of ERP project failures (Davenport, 1998). It is expensive and time consuming for companies to implement ERP systems ( Davenport, 1998). The companies can take many years to implement a full ERP  Enterprise Resource Planning (ERP) systems for manufacturing organisations have developed and finance (Al-Mudimigh et al., 2001; Davenport, 1998).
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Davenport, T. H. (1998) Putting the enterprise into the enterprise system. (2005) Success and failure factors of adopting SAP in ERP system implementation.

It is said that, about 70 percent of ERP implementations fail to deliver anticipated benefits (Al-Mashari, 2000) and three quarters of these projects are unsuccessful (Griffith, Zammuto, & Aiman-Smith, 1999; Hong & Kim, 2002; Kumar, Maheshwari, & Kumar, 2003). ESs can also be designed in a manner that allows for inter-firm information flow (Davenport, 1998; Chandrashekar and Schary, 1999). However, despite the overall positive view regarding the impact of ESs on businesses performance, implementation of such systems is often associated with high costs.

Proceedings of the Ninth Australasian Conference on Information Systems, 29 September – 2 October 1998, Sydney, Australia, pp.227-240 1/12 Cooperative ERP Life-cycle Knowledge Management Guy G. Gable* Judy E. Scott** Tom D. Davenport** * Information Systems Management Research Centre

It can be inferred from the literature that executives and managers believe that ERP systems help their company achieve greater business benefits. However, they are mystified as to how to design, implement, and manage an ERP project.

Some of the main trends of ERP systems developments 2 ERP Implementation (Davenport, 1998; Davenport, et al., 2005) has also along with others criticized the approach for excluding the human perspective. The connection between an approach focusing on process change and Information Technology is not a new one. 2016-02-23 long time and spends very high estimated cost. Davenport (1998) addressed that not all enterprises are successful in applying ERP system, and there is no lack of failure cases.