• ISSN: 2301-3567
    • Frequency: Quarterly (2013-2014); Monthly (Since 2015)
    • DOI: 10.18178/JOEBM
    • Editor-in-Chief: Prof. Eunjin Hwang
    • Executive Editor: Ms Jessica C. Xiao
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JOEBM 2016 Vol.4(10): 577-583 ISSN: 2301-3567
DOI: 10.18178/joebm.2016.4.10.455

ERP Strategy and a Firm’s Contextual Dimensions: A Multiple Case Study

Jen-Yin Yeh and Ching-Yi Lin
Abstract— The decision to implement an Enterprise Resources Planning (ERP) system involves a large initial capital investment followed by a complex process. It is important that organization structures its ERP systems to conform with organizational competitive strategy and identifies prospective benefits of ERP implementation. The purpose of this study is to explore how a firm’s context affects its ERP strategic planning process and how ERP strategies achieve organizational value. The research design was a multiple case study with cross-case comparisons in the Taiwanese IT industry. The case findings show that the company with aggressive organizational characteristics is more likely to adopt an innovation or innovative strategies. The findings also support that organizational characteristics and industrial characteristics affect ERP strategy. ERP implementation improved operational processes, enhanced the company’s image and customer service. Providing more effective customer service is an important value of ERP implementation. ERP systems provide competitive advantages to the organizations and support organizations’ visions in various ways.

Index Terms— Enterprise resources planning, organizational strategy, case study.

The authors are with the National Pingtung University, Taiwan (e-mail: jenyiny@mail.nptu.edu.tw).

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Cite: Jen-Yin Yeh and Ching-Yi Lin, " ERP Strategy and a Firm’s Contextual Dimensions: A Multiple Case Study," Journal of Economics, Business and Management vol. 4, no. 10, pp. 577-583, 2016.

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