Managing process deficiencies with enterprise systems

TLDR

The study examines the sources of process change deficiencies that arise when implementing enterprise systems. The authors conducted in‑depth case studies of four firms and verified findings in seven additional firms. Process change deficiencies with enterprise systems stem largely from the software’s configurability, built‑in and standard processes, and integration features, and the study recommends continuous software exploration, business analysis, and alignment of processes and responsibilities to mitigate these issues.

Abstract

Purpose The purpose of this paper is to examine the deficiencies and the sources of deficiencies in process changes associated with the implementation of enterprise systems (ES). Design/methodology/approach In‐depth studies of four firms and additional verification in seven other firms. Findings Results reveal that deficiencies of process changes with ES are mainly associated with the packaged and integrated nature of enterprise system software, particularly its configurability, in‐built processes, multiple options, data and process integration, streamlined processes, and standard processes. In order to eliminate deficiencies and gain benefits, organizations need to invest in on‐going software exploration, business examination, and process and software changes that align new processes and management responsibilities. Originality/value In the expanding world of ES research, this study is significant because it explores the sources of deficiencies associated with process change and provides guidance to user organizations on ways to manage such deficiencies. The results of the study may also be of benefit with other packaged software that integrates processes within and between organizations, for example, customer relationship management and supply chain management.