The influence of ERP implementation on the division of power at the production-sales interface

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8 Citations (Scopus)

Abstract

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.

Original languageEnglish
Pages (from-to)1178-1198
Number of pages21
JournalInternational Journal of Operations & Production Management
Volume32
Issue number10
DOIs
Publication statusPublished - 2012

Keywords

  • Production management
  • Sales force
  • Manufacturing resource planning
  • Enterprise resource planning
  • Production-sales interface
  • Implementation
  • Power
  • Interests
  • RESOURCE PLANNING IMPLEMENTATION
  • CRITICAL SUCCESS FACTORS
  • INFORMATION-SYSTEMS
  • ENTERPRISE SYSTEM
  • PERSPECTIVE
  • MANAGEMENT
  • INTERDEPENDENCE
  • STAKEHOLDERS
  • COORDINATION
  • PERFORMANCE

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