From means to ends: the transformation of ERP in a manufacturing company

F.K. Boersma; S.F. Kingma

doi:10.1016/j.jsis.2005.04.003

From means to ends: the transformation of ERP in a manufacturing company

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Abstract

In this paper, we present a case study of the restructuring of an Enterprise Resource Planning (ERP) system within a manufacturing company, in particular the combination of Material Requirement Planning (MRP) with a Just In Time (JIT) material management procedure at the assembly lines. We focus in this study upon the mutual shaping of technology and organizational culture, in particular the virtualization of the organization. It is argued that the implementation of ERP in this specific context was more than an adaptation of a standardized information system relative to organizational requirements, and that the organizational adaptations were more than a re-engineering of business processes relative to ERP. Instead, we suggest that in this case the ERP system itself has been transformed, including a change in the signification of ERP within the company. © 2005 Elsevier B.V. All rights reserved.

Original language	English
Pages (from-to)	197-219
Number of pages	23
Journal	Journal of Strategic Information Systems
Volume	14
Issue number	june
DOIs	https://doi.org/10.1016/j.jsis.2005.04.003
Publication status	Published - 2005

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title = "From means to ends: the transformation of ERP in a manufacturing company",

abstract = "In this paper, we present a case study of the restructuring of an Enterprise Resource Planning (ERP) system within a manufacturing company, in particular the combination of Material Requirement Planning (MRP) with a Just In Time (JIT) material management procedure at the assembly lines. We focus in this study upon the mutual shaping of technology and organizational culture, in particular the virtualization of the organization. It is argued that the implementation of ERP in this specific context was more than an adaptation of a standardized information system relative to organizational requirements, and that the organizational adaptations were more than a re-engineering of business processes relative to ERP. Instead, we suggest that in this case the ERP system itself has been transformed, including a change in the signification of ERP within the company. {\textcopyright} 2005 Elsevier B.V. All rights reserved.",

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AB - In this paper, we present a case study of the restructuring of an Enterprise Resource Planning (ERP) system within a manufacturing company, in particular the combination of Material Requirement Planning (MRP) with a Just In Time (JIT) material management procedure at the assembly lines. We focus in this study upon the mutual shaping of technology and organizational culture, in particular the virtualization of the organization. It is argued that the implementation of ERP in this specific context was more than an adaptation of a standardized information system relative to organizational requirements, and that the organizational adaptations were more than a re-engineering of business processes relative to ERP. Instead, we suggest that in this case the ERP system itself has been transformed, including a change in the signification of ERP within the company. © 2005 Elsevier B.V. All rights reserved.

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DO - 10.1016/j.jsis.2005.04.003

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EP - 219

JO - Journal of Strategic Information Systems

JF - Journal of Strategic Information Systems

SN - 0963-8687

IS - june

ER -

From means to ends: the transformation of ERP in a manufacturing company

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