Documente Academic
Documente Profesional
Documente Cultură
Jacques Verville
Department of Accounting and Information Systems, College of Business
Administration, Texas A&M International University, Laredo, Texas, USA
Alannah Halingten
Department of Accounting and Information Systems, College of Business
Administration, Texas A&M International University, Laredo, Texas, USA
Keywords
Software use,
Enterprise resource planning,
Systems integration
Abstract
Integrated Manufacturing
Systems
14/5 [2003] 423-432
# MCB UP Limited
[ISSN 0957-6061]
[DOI 10.1108/09576060310477825]
Introduction
The current issue and full text archive of this journal is available at
http://www.emeraldinsight.com/0957-6061.htm
Literature review
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[ 424 ]
Research methodology
Owing to the nature of the study, the
research strategy was to do a multiple-case
design involving four organizations (one of
which is the subject of this paper) from
different business sectors (manufacturing,
telecommunications, transportation, energy)
that had recently completed the acquisition
of new ERP software. Since the area of ERP
acquisition is a relatively new area of
research, the case study approach provides
the best means to start exploring this issue.
This approach was thought to be particularly
well suited for this study because it was
expected to unveil a multitude of factors and
dimensions that make the acquisition of ERP
software such a complex process. The
rationale for the multiple-case design was
that as a research strategy, we could direct
our focus to understanding the dynamics and
complexities present within each case (Yin,
1989; Miles and Huberman, 1994), these being
the processes and critical issues of software
acquisition within organizations.
Site selection for the study was made
according to the following five criteria:
1 the acquisition had a significant impact
on the organization;
2 the acquisition was significant, totaling
several hundred thousand dollars or
more;
3 the type of packaged solution that was
acquired was of a complex nature such as
ERPs;
4 the acquisition was a new purchase; and
5 the acquisition of the software was
recently completed.
Data collection
Validity
[ 425 ]
[ 426 ]
[ 427 ]
[ 428 ]
Planning process
Information search
Selection process
Evaluation process
[ 429 ]
[ 430 ]
Choice process
Negotiation process
Lessons learned
For Keller, the ERP acquisition process was
an incredible ``learning experience''. As
described by the VP of information systems:
[ 431 ]
Integrated Manufacturing
Systems
14/5 [2003] 423-432
References
[ 432 ]