ERP Systems and Organisational Change

Cover -- Contents -- 1 The Mutual Influence of the Tool and the Organisation -- 1.1 Introduction -- 1.2 Integration Versus Communication -- 1.3 Unification Versus Interpretation -- 1.4 Alignment Versus Adaptability -- 1.5 New Developments in ERP Integration -- 1.6 References -- 2 ERP Systems in the Extended Value Chain of the Food Industry -- 2.1 Introduction -- 2.2 Research Methodology -- 2.3 Integrating the Extended Value Chain with ICT -- 2.3.1 Integrated Information Infrastructures -- 2.3.2 Information Infrastructures in the Extended Value Chain -- 2.4 The Food Industry as Extended Value Chain -- 2.4.1 The Swedish Food Industry -- 2.4.2 Milk Flow -- 2.4.3 Pork Flow -- 2.4.4 Sugar Flow -- 2.4.5 Pea Flow -- 2.4.6 Retailers and Grocery Chains Information Flow -- 2.4.7 Summary -- 2.5 Key Criteria for Integration Choices -- 2.6 Conclusions -- 2.7 References -- 3 Integrative Technologies in the Workplace: Using Distributed Cognition to Frame the Challenges Associated with their Implementation -- 3.1 The Integrative Logic of ERP Systems -- 3.2 Distributed Cognition: A Framework to Study Integrative Technologies -- 3.3 Mutating Artefacts, Mutating Work: The Case of Billing Services in a Hospital Environment -- 3.3.1 Some Methodological Points of Reference and a Description of the Visited Site -- 3.3.2 The Computerisation of Account Billing: The Evolution of Documents and of Clerical Work -- 3.4 From Paper to Screen: Analysing the Change that Organisational Members Experienced -- 3.4.1 Articulating Regularities Within the Artefacts Themselves -- 3.5 The Contribution of Distributed Cognition to the Study of Integrative Technologies in the Workplace -- 3.5.1 The Nature of Regularities Circulating in Artefacts Used in the Workplace -- 3.5.2 The Syntactic Organisation of Regularities Within Integrative Technologies -- 3.5.3 Artefacts and Situations Are Mutually Defined Through Human Decisions -- 3.6 References -- 4 ERP Implementation: the Question of Global Control Versus Local Efficiency -- 4.1 Introduction -- 4.2 ERP and Information Production Design -- 4.2.1 The "Scientific Organisation of Labour" Applied to "Ordinary" Information and Knowledge -- 4.2.2 A Focus on Information which Can Be Formalised, and on Basic Exchange of Information -- 4.2.3 Logic Priorities and Questions of Sense-making -- 4.2.4 Inter-changeability of Information Producers -- 4.3 ERP Combined with Business Process Re-engineering and Business Process Outsourcing: Re-designing the Organisation While Transforming its Information System -- 4.3.1 Value-adding Versus Non-value-adding Activities -- 4.3.2 Re-engineering, Outsourcing, and the Robustness of Information Processes -- 4.4 Contradictory Dynamics Relying on Local Employees and on Project Teams -- 4.4.1 Project Teams Dealing with Local Versus Global Contradictory Dynamics -- 4.4.2 The Selection of "Expert Users" -- 4.4.3 The "Expert Users": the Gap Between First Hopes and Final Results -- 4.5 Back to the Definition of Information and Knowledge Associated with ERPDesign -- 4.5.1 Knowledge Management Renewed Through ERP Projects -- 4.5.2 The Need for Going Back to Definition: Data, Information and Knowledge -- 4.6 Conclusion -- 4.7 References -- 5 Why ERPs Disappoint: the Importance of Getting the Organisational Text Right -- 5.1 Introduction -- 5.2 What Is an Organisation (and What Is Its Basis in Communication)? -- 5.3. The Case Study -- 5.4 A Re.