Purpose - The purpose of this paper is to develop and validate a model that demonstrates the influence of enterprise resource planning (ERP) implementation on the power and interests of actors at the production-sales interface, and vice versa.
Design/methodology/approach - An empirical in-depth longitudinal case study examines how a medium-sized company in the graphics industry implemented an ERP system and how this has affected the interests and power distribution between the manufacturing and sales departments.
Findings - The case study reveals that the power division among key players at the production-sales interface has been affected by the ERP implementation. These changes influence their attitudes and behaviours as well as the usage of the ERP system.
Research limitations/implications - Limitations are associated with the inherent weaknesses of any research based on a single-case study: theoretical, but not statistical, generalisations are possible.
Practical implications - The findings imply that those implementing ERP systems in production-sales environments should, from the outset of the project, identify potential changes in the division of power and seek to reconcile stakeholder interests.
Originality/value - This is one of the few studies that has examined in-depth the potential effects of ERP implementation on power division at the production-sales interface.
|Number of pages
|International Journal of Operations & Production Management
|Published - 2012
- Production management
- Sales force
- Manufacturing resource planning
- Enterprise resource planning
- Production-sales interface
- RESOURCE PLANNING IMPLEMENTATION
- CRITICAL SUCCESS FACTORS
- ENTERPRISE SYSTEM