The process Of Enterprise Resource Planning Implementation and Business Process Re-Engineering

Using an innovative process model, authors describe and analyse the process of introducing enterprise resource planning (ERP) systems in two Chinese small and medium-sized enterprises and especially their decisions concerning business process re-engineering. First authors compared the results from cases with Martinsons' earlier work (2004). One case seemed to fit most of the characteristics of a private venture (PV) whereas the other case, also a PV, had a very low degree of fit. But secondly, and somewhat surprisingly, authors found that cultural issues were only of limited importance. In contrast, project drift is shown to lead to a degree of chaos. Authors offer some suggestions as to how stakeholders can improve their chances of implementing ERP systems more successfully.