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A short literature review on topic

Titled

Sustained Competitive advantage through ERP Systems based knowledge and process

innovation

For

Research Methodology

Submitted to

Professor

Anders Tallberg

Prepared by

Sharad Adhikari

S063640

Date

02.04.2007

HANKEN

Helsinki


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CONTENTS

1. INTRODUCTION...1-2

2. LITERATURE REVIEW

2.1 COMPETITIVE ADVANTAGE & SUSTAINED COMPETITIVE ADVANTAGE

2.1.1 Resource based Theory of Competitive Advantage. ...... 4

2.1.2 Institutional Perspective of Competitive Advantage of Firm. ... 4-6

2.2 CURRENT LITERATURE ON ERP AND COMPETITIVE ADVANTAGE.6-9

2.3 ERP, KNOWLEDGE AND INNOVATION

2.3.1 ERP and Knowledge management mechanism.. 9-10

2.3.2 ERP and Business Process Innovation 10-11

2.3.3 Relating ERP, Knowledge & Innovation 11-13

3. CONCLUSIONS AND DISCUSSIONS.. 14-15

REFERENCES


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1. INTRODUCTION

Enterprise resource planning (ERP) systems have been popular in modern business

operations. A recent survey by Fortune magazine revealed that seven out of ten global

pharmaceutical and petroleum companies, nine out of ten global computer companies,and all the top ten global chemical companies are using SAPs R/3. Meanwhile, another

study found more than 60 percent of Fortune 500 companies had adopted of ERP system.

(G.Stewart et. al 2000)

ERP was designed as a platform for greater innovation, mainly in the area of planning,

forecasting and customer management tools, enabling companies to adopt best of breed

software, knowing that it could be tightly integrated and operate at full capacity. The

global companies rely heavily on the ERP systems having an opportunity to integrate

information, not only within corporate headquarters, but also across global locations.

Competitive advantage arises from the differentials among firms along any dimension of

attributes and characteristics that allows one firm to better create customer value and also

do something comparable better than the competitors. Meanwhile, generic sources of

competitive advantage include ownership of assets or position; access to distribution and

supply, as well as proficiency knowledge competence and capability-in business

operations. (Cynthia et. al 2006)

More generally, a firm is said to have a competitive advantage when it is implementing a

strategy not simultaneously implemented by many competing firms and where these

other firms face significant disadvantages in acquiring the same level of operations.

Meanwhile, previous literature on IT suggest some five attributes i.e. access to the

capital, proprietary technology, technical skills and managerial IT skills and customer

switching costs etc could enhance firms possibilities of gaining competitive advantage.

Relating to the topic of the research study, it highlights the fact that ERP facilitated

knowledge and business process innovation are thought to ensure competitive advantage

of any firm. Additionally, ERP systems vendors always embark that their product would


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subsequently provide the implementing firm with competitive advantage and even ensure

sustainable advantages. This study would in a way attempt to uncover the extent of using

ERP systems to attain sustained competitive considering distinctive uses and implications

for business process innovation.

It is quite truth that despite the alluring promises from information technology specialists

and ERP vendors, realities embarks that the use alone of ERP systems is far from

sufficient to guarantee a strong competitive position in the fluid knowledge economy

(Somers & Nelson, 2003). Hence, an insight into the viability of gaining sustained

competitive advantage through ERP being enabler of business process innovation would

provide us the real scenario.

ERP systems, in a way ensure firms ability to generate and share information, knowledge

and thereby creating opportunities for numerous innovations. Such innovations and

knowledge based resources would subsequently provide the foundation of competitive

advantage. (Nahapiet & Ghoshal, 1998).

The research would focus primarily on the agenda of sustained competitive advantage

that firms manage to attain from ERP utilization. The research would attempt to study

various factors that facilitate or inhibit the process and outline necessary requirements to

ensure the attainment of sustained competitive advantage.

The literature review would thus explore the nature of the issues related to the research

proposal and find out the scenario about the knowledge being inked on the relevant field

of study.

2. LITERATURE REVIEW

2. COMPETITIVE ADVANTAGE AND SUSTAINED COMPETITIVE ADVANTAGE

Barney has contributed significantly than any other authors in the field of sustainable

competitive advantage. Barney (1991) defines a firm to have a competitive advantage


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when it is implementing a value creating strategy not simultaneously being implemented

by any current or potential competitiors. Similarly, a firm is said to have a sustained

competitive advantage when it is implementing a value creating strategy not

simultaneously being implemented by any current or potential competitors and when

these firms are unable to duplicate the benefits of this strategy.

Following the Barneys assumption, the research will use the concept of sustained

competitive advantage as not to refer to the particular period of calendar time that a firm

enjoys a competitive advantage.

Thomas c. Powell and Anne Dent-Micallef (1997) bring interesting results from an

empirical study of retail industry through building a resource based theoretical

framework. They tried to investigate the linkages between information technology and

firm performance.

The authors suggest that IT alone cannot produce sustainable performance however;

firms could attain advantages by using IT to leverage intangible, complementary human

and business resources.

For testing the hypothesis, the researchers sought a relatively low technology industry

that had undergone significant change as a result of identifiable IT. Thus, an initial Likert

type measurement scales were then developed for the Human, Business, and Technology

resources, the latter consisting of the instore and beyond store ITs. These scales were then

pre-tested and refined by administering the initial survey to small groups of retail

executives and store managers, and by follow up interviews concerning the scope,

relevance, clarity and form of the survey items.

Of the 250 surveys mailed, 67 were returned, whereas 65 of which were complete, for a

usable response rate of 26.0 percent. They run regression analysis and used descriptive

statistics for hypothesis deduction.


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The findings of the study based on the resource-based approach; help to explain why

some firms outperform others using the same ITs, and why successful IT users often fail

to sustain IT-based competitive advantages.

This paper in a way succeed to provide a overview of factors that impact the firms

capability in producing competitive advantage as well as lag and struggles especially in

the retail industry.

2.1.1 Resource based Theory of Competitive advantage

A resource based view of strategic management examines the resource capabilities of the

firms that enable them to generate above normal rates of return and a sustainable

competitive advantage. (Amit and Schoemaker, 1993 Barney 1991).

Resource capital can be defined as the value enhancing assets and competencies of the

firm. Examples of resource capital include superior distribution channels, lean cost

structures, patented core competencies, non appropriate talent, and customer loyalty.

Amit and Shoemaker, 1993)

According to Barney, a planning system may conceivably produce advantages, but only if

it enables a firm to recognize resources, and some of these resources and some of these

resources might be sources of sustained competitive advantage (1991: 113)

2.1.2 Institutional Perspective of competitive advantage of Firm

The institutional capital can be defined as the firms capability to support value

enhancing assets and competencies. Examples or measures of institutional capital might

include training programs that accelerate the adoption of new capabilities within the

firms operations, information technology systems that accelerate the diffusion and use of

resource capital, management development programs that promote continuous resource


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improvement, decision support systems that encourage resource innovations, and

interfirm alliances across different industries that facilitate new resource learning and

knowledge sharing.( Oliver 1997).

The institutional view suggests that the motives of human behavior extend beyond

economic optimization to social justification and social obligation (Zukin and DiMaggio,

1990). The institutional based view of strategic management views firms operate within a

social framework of norms, values and taken for granted assumptions about what

constitutes appropriate for acceptable economic behavior.

The article argues that a firms sustainable advantage depends on the firms ability to

manage the institutional context of the resources decisions. It proposes a process model

of firm heterogeneity that combines the insights of a resource based view with

institutional perspective from organization theory. The key success factor as per resource

capital is the protection and procurement of rare inimitable assets and competencies. In

contrast to that, the key success factor is the effective management of the firms resource

decision context. Oliver (1997) comes up with the combined research approach to look

on the matter combining both resource base and institutional theory of firm.

Fig 1.1 Sustainable advantage: Determinants of the Process


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It appears that ERP systems are increasingly a requirement for organizations just to stay

competitive. Additionally, the research suggests that an ERP system can yield at most a

temporary competitive advantage as others are also installing these enterprise-wide

systems.

Lengnick-Hall et al. (2004) propose to consider ERP as an enabling technology to build

and augment social and intellectual capital, rather than as an information technology

solution for organizational inefficiencies, and to use ERP as a foundation for social and

intellectual capital formation. While, Yen and Sheu (2004) investigate the relationship

between ERP implementation practices and a firms competitive strategy, and confirm

that ERP implementation should be aligned with competitive strategy, proposing specific

guidelines.

Genoulaz, Millet and Grabot (2005) contribute significantly undertaking a survey on the

recent research literature of ERP systems. They embark that nearly all literature on ERP

is focused on ERP project and ERP implementation. Though identified, only little

attention had been paid on the post implementation phase of ERP projects. They suggest

that information technologies cannot by itself influence the productivity of a company.

The main efficiency factor lies in the way people use these technologies.

Focusing on the achievement of competitive advantage through ERP, they highlight the

fact that ERP as one of the major motives of firms attaining a competitive advantage.

However, the examination of existing research suggests that it is not the case. According

to Beard and Sumner (2005), it is due to the common systems approach used for the

implementation of most ERP systems. They argue that the goal can be achieve with a

careful planning and successful management of ERP projects, refinement of the

reengineering of the organization, and the post-implementation alignment of the ERP

system with the organizations strategic direction.


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It seems that those organizations who can fine tune their ERP systems with the ideas of

both causal ambiguity and social complexity. Organizations that can fine tune their ERP

systems through selected, small-scale customization to match their own specific strategic

and decision-making needs will be more difficult to imitate. In addition, ERP systems

may support a further improvement and understanding of the extended value chain of the

organization, allowing the organization to link and share data with its suppliers and

customers to improve business operations. This enhances the so called business process

innovation.

As such, the source of competitive advantage may lie in the actual management of ERP

projects and their subsequent operations. This echoes the conclusion of Mata et al. (1995)

that the management of IT, not the IT itself, may be the only consistent source of

competitive advantage.

The researcher, thus, considers exploring further articles with focus on the optimization

of ERP systems. J.Hermosillo et. al (2005) suggests to better adapt business process to

human actors by explicitly taking into account concepts like the role, competence and

knowledge of human resources. It is shown with a practical casethe implementation of

PeopleSoft in a universityhow the following concepts may optimize ERP

implementations by better identifying the requirements and possibilities of the workforce,

with the final goal of increasing the efficiency and acceptability of the system to be

implemented.

Competence: Competence results from a combined implementation of knowledge, know-

how, abilities, attitude and behavior. It impacts the ability of an individual to perform an

activity in a job-relevant area as well as what is required from this individual to realize

effective performance.

Roles: Roles includes a group of functions to achieve a purpose, based on the application

of competencies.


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Knowledge: Knowledge is a fluid mix of framed experience, values, contextual

information and expert insight that provides a framework for evaluating and

incorporating new experiences and information. In organizations, it often becomes

embedded not only in documents or repositories but also in organizational routines,

processes, practices and norms.

The above included literature provided an ample knowledge relating competitiveness of

ERP, simultaneously, exhibit various fields of research gap relating the innovation and

knowledge sharing specific agendas that could enhance the firms chances of building

competitive advantage as well as sustaining them.

2.3 ERP, KNOWLEDGE & INNOVATION

2.3.1 ERP and Knowledge management mechanism

Daniel E OLeary (2002), attempts to investigate the knowledge management mechanism

in supporting the enterprise resource planning systems across the entire life cycle. He

urges that at one level, ERP systems provide transaction processing capabilities that help

to integrate all of a firms transaction processing.

At another level, using that transaction processing information, the firm can plan their

activities, such as production. This suggests that knowledge management can be used for

a range of activities, e.g., transaction processing support.

Using a SAP R/3 example, the author points out the Knowledge Warehouse is aimed

at managing unstructured knowledge and delivering it to those who want or need that

knowledge. That knowledge includes much of the information available from SAPs web

site, such as business knowledge (data, processes, and models), product knowledge (R/3

functionality), training materials, and documentation.

This paper in a way, discusses some emerging issues focusing on knowledge

management with particular interest in a case based knowledge management. It is thought


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that virtual communities centered around the Internet or company intranets can provide a

vehicle to generate knowledge across the entire ERP life cycle. Virtual communities

provide informal settings where participants would ask questions of other participants in

the community. It is not unusual for such communities to share knowledge related to all

of the major ERP packages, with questions about packages occurring about the package

across the entire life cycle.

Kogut and Zander (2003) in their decade wining article tilted Knowledge of the firm and

the evolutionary theory of the multinational corporation attempted to put forth a theory

that is compatible with an evolutionary perspective on the growth of the firm. It embarks

that firms generally compete on the basis of the superiority of their information and

know-how, and their abilities to develop new knowledge by experiential learning. The

limiting factor on their growth is not only the competitiveness of other firms and the

demand of the market, but also the extent to which their advantage can be replicated more

quickly by themselves than through imitation by competitors.

Competition among firms is based upon their differential capabilities, and their abilities

to expand by the creation and replication of new knowledge faster than the imitative and

innovative efforts of competitors. (Kogut and Zander 2003)

2.3.2 ERP and Business Process Innovation

Davenport (1993) initiated the research on ERP related process innovation in an

implementing firm. In his words, Process Innovation combines the adoption of a process

view of the business with the application of innovation to key processes. It should have

enormous potential to assist any organization achieve major reductions in process cost or

time, or major improvements in quality, flexibility, service levels or other business

objectives.

It is quite fascinating that the objective of innovation might be process time reduction to

the extent that it reduces the period of uncertainty for home buyers and sellers, constitutes


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a competitive advantage. Even a poor IT infrastructure can be opportunity for process

innovation, may firms today need to rebuild major systems, but they should not construct

them to support inadequate or inferior processes.

The figure below would clarify the focus of the study. Process Innovation that consists of

reengineering, business process redesign is sort of radical innovation and falls under the

one time project contexts.

Fig 1.3 Approaches to Business Improvement adapted from Davenport (1993)

2.3.3 Relating ERP, Knowledge & Innovation

Enterprise resource planning (ERP) is seen as one of the most recently emerging process

orientation tools that can enable such a transformation. Its development has presented

both researchers and practitioners with new challenges and opportunities. (Al Mashari

2001). This paper reviews available studies, explores future research avenues and

presents detailed discussions of some critical process and knowledge management issues

in the ERP context.

Mashari (2001) brings some interesting numbers from surveys as competitive positioning

as ranked least among the benefits expected while process standardization ranked among


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the highest related with the motives of firm for implementing ERP systems. It is clear

those ERP systems, facilitates information integration between the individual information

systems, reduces information cost, and enhances its value (O sterle et al., 2000). It helps

focus on core competencies and works as a vehicle for transferring best practices and

developments in both business processes and IT (Keller and Teufel, 1998).

Mashari further suggest that ERP tools can be considered as knowledge management

(KM) systems, in that they serve as a vehicle for transferring the best practices that are

embedded in their generic processes and system components (Bancroft et al., 1998).

Though written specific about the implementation phase, provides us the scenarios of

process changes and standardization issues that would be initiated by the ERP utilization

in any particular firm.

Palaniswamy Rajagopal (2002) conducted a case type analysis of six manufacturing firms

identified the various contextual factors that would influence the firms to implement the

technology. The authors highlight the fact that able to achieve high levels of performance

during the recent turbulent decades because of the application and usage of various IT

tools that automated many of their routine organizational activities. Implementation and

wide usage of IT tools have helped organizations to function in an organized fashion,

thus, alleviating many redundancies that were ubiquitous across the entire organization.

The contribution of the research as illustrated below exhibit various interesting issues. It

was obvious that all of these companies, which differ widely in many of the

organizational characteristics, benefited more than they anticipated through implementing

these ERP systems and that without such an integrated system in place they could not

gain competitive advantages in the current and coming years.


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Fig 1.4 Kwon and Zmuds IT implementation model as applied to ERP implementation

along with the contributions by Rajagopal (2002)


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3. CONCLUSIONS & DISCUSSIONS

It is quite clear that previous literature does provide some idea regarding the attainability

of competitive advantage through IT systems. Interestingly, not much of convincing

results has been attained . Most of them suggest the fact that information technologies

cannot itself influence the productivity of a company. Meanwhile, other suggest that the

factors might lie somewhere else, or even the way people use these technologies. In

addition to that, most of these studies are based on content analysis and literature review,

which need to be tested and further analyzed.

In a similar fashion, Thongchai Srivardhana, Suzanne D. Pawlowski (2007) comes up

with the latest knowledge on the specific agenda of the research interest. They develop a

framework to specify relationships between ERP-related knowledge impacts and

potential/realized absorptive capacity for business process innovation. The research in

this paper challenges conventional beliefs about the relationship between enterprise

resource planning (ERP) systems and business process innovation. ERP systems have the

potential to significantly enhance the capabilities of a firm for sustained innovation of its

business processes. The implication of their analysis is that ERP systems present

dialectical contradictions, both enabling and constraining business process innovation.

It also highlights the fact that knowledge capabilities (generation, combination-

recombination and exploitation of knowledge) can provide a source of competitive

advantage ( Grant, 1996; Kogut and Zander, 1996).The article is worthy to define several

potential ideas relating the ERP uses for attaining sustained advantages like business

process innovations. Their analysis suggests that organizational integration can

simultaneously improve organizational efficiency and flexibility. Leaving the

propositions for analysis, these papers contribute an initial understanding of the

relationship between ERP systems and business process innovation.

The framework as presented in the figure below brings various contributions to the field

of business process innovation and the ERP systems.


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Fig 1.5 Research Framework ERP systems and the business process absorptive capacity

adapted from Srivardhana (2007)

All of the above discussions and literature review opens up the various research gap

areas. When concerned particular about the article by Srisvardhana et. al (2007), the

propositions need to be tested and further analyzed. This provides researcher with ample

opportunities to carry out research on such field and contribute one step ahead of the

research. The further research could be testing these propositions as well as looking out

the potentiality of such factors in attaining sustained competitive advantage.

It also brings some light on the maturity state of literature on ERP systems. However, as

discussed in various articles, ERP seems to exist for long and might assist implementing

firms for increasing performance and attaining sustained competitive advantage. The

researcher feels necessary to use a combined approach and explore the real scenario

regarding ERP as enabler of attaining sustained competitive advantage.


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REFERENCES

Amit, R. and P. J.H Schoemaker (1993), Strategic assets and organizational rent,

Strategic Management Journal, 14(1), pp. 33-46

B Kogut and U Zander (2003), Knowledge of the firm and the evolutionary theory of the

multinational corporation, Journal of International Business Studies 34, 516529

Bancroft N, Seip H, Sprengel A. 1998. Implementing SAP R/3: How to introduce a

large system into a large Organization.Manning Publications Co: Greenwich, CT.

C.A. Lengnick-Hall, M.L. Lengnick-Hall, S. Abdinnour- Helm (2004), The role of

social and intellectual capital in achieving Competitive advantage through

enterprise resource planning (ERP) systems,Journal of Engineering and Technology

Management,21 pp.307330.

Christine Oliver (1997) Sustainable Competitive Advantage: Combining Institutional and

Resource-Based Views, Strategic Management Journal, Vol. 18, No. 9. pp. 697-713.

Daniel E. OLeary(2002) Knowledge management across the enterprise resource

planning systems life cycle,International Journal of Accounting Systems 3, pp. 99-110

Enterprise resource planning (ERP) systems and development of a research model,

Information & Management 40, pp. 87114

H.R. Yen, C. Sheu (2004), Aligning ERP implementation with competitive priorities

of manufacturing firms: an exploratory study, International Journal of Production

Economics 92 (3) 207220.

J Barney (1991), Firm Resources and Sustained Competitive Advantage, Journal of

Management; Mar 1991; 17, 1; ABI/INFORM Global pg. 99

J. Thermopile Worley , K.A. Chatham, R.H. Weston , O. Aguirre, B. Robot (2005)

Implementation and optimization of ERP systems: A better integration of processes,

roles, knowledge and user competencies, Computers in Industry 56,pp.620638

J.W. Beard, M. Sumner (2004), Seeking strategic advantage in the post-net era:

viewing ERP systems from the resource-based Perspective, The Journal of Strategic

Information Systems 13, 2, pp. 129150.


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Jon W. Bearda, Mary Sumner (2004), Seeking strategic advantage in the post-net era:

viewing ERP systems from the resource-based perspective, Journal of Strategic

Information Systems 13 pp.129150

Keller G, Teufel T. 1998. SAP R/3 Process-Oriented Implementation. Addison-

Wesley: Wokingham.

O sterle H, Fleisch E, Alt R. 2000.Business Networking. Springer: Berlin.

Palaniswamy Rajagopal (2002) An innovationdiffusion view of implementation of

ERP systems and development model, Information & Management 40, pp. 87114

Thomas C.powell and Anne Den-Micallef(1997), Information technology as competitive

advantage: The role of Human, Business and Technology Resources , Strategic

Management Journal Vol. 18:5, 375-405

Thomas H.Davenport (1992), Process Innovation: Reengineering Work through

Information Technology, Harvard Business School Press

Thomas Kalling (2003), ERP systems and the Strategic Management Processes that Lead

to Competitive advantage, Information Resource Management, Oct-Dec 16, 4, pg.46

Thongchai Srivardhana, Suzanne D. Pawlowski (2007) ERP systems as an enabler of

sustained business process innovation: A knowledge-based view, Journal of Strategic

information systems, doi:10.1016/j.jsis.2007.01.003

V. Botta-Genoulaz a,, P.-A. Millet a, B. Grabot (2005) A survey on the recent research

literature on ERP systems, Computers in Industry 56, pp. 510522

Zukin, S. and P.J. DiMaggio (1990), Introduction In S. Zukin and P.J DiMaggio

eds. Structures of Capital: The Social Organization of the Economy.Cambridge

University Press. Cambridge UK

Note: The bold references count to the numerous sighted references in the over-viewed

particular articles reviewed for this assignment.


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Below is the summary of the articles presented in the order of appearance in the literature

review part of the assignment.

Authors Title Research

Methodology

Findings

James Barney

(1991)

Firm Resources and

Sustained

Competitive

Advantage

------- Proposes a VRIN

model of measuring

sustainable

competitive

advantage using

resource based view

of a firm

Thomas C. Powell

and Anne Dent

Micallef (1997)

Information

Technology as

Competitive

Advantage: The role

of human, business

and Technology

Quantitative: Of the

250 surveys mailed,

67 were returned,

65 of which were

complete and run

regression analysis

for hypothesis

deduction.

Provide an

overview of factors

that impact the

firms capability in

producing

competitive

advantage as well as

lag and strugglesespecially in the

retail industry.

Christine

Oliver(1997)

Sustainable

Competitive

Advantage:

Combining

Institutional and

Resource-Based

Views

Literature Based Both resource

capital and

institutional capital

are indispensable to

sustained

competitive

advantage

Thomas

Kalling(2003)

ERP systems and the

Strategic

Data gathered

through interviews,

Proposed a

framework for the


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Management

Processes that

Lead to Competitive

advantage

archival research

and by observation.

process that firms

could use in

enhancing

competitive

advantage through

ERP systems

V. Botta-Genoulaz,

P.-A. Millet a, B.

Grabot(2005)

A survey on the

recent research

literature on ERP

systems

Survey : 250

contributions have

been selected

resulting in 80

articles and

communication

Findings based on

survey and

classified in six

different categories.

Research growing

on the post

implementation

phase of the

projects, on the

customization of

ERP systems, on the

social aspects of

ERPimplementation

Jon W. Beard, Mary

Sumner(2005)

Seeking strategic

advantage in the

post-net era:

viewing ERP

systems from the

resource-based

perspective

Content analysis:

methodology

articles published

between 1998 and

March 2002

Findings based on

content analysis,

using VRIO

framework, find out

that current

literature doesnt

provide clear

evidence of a

competitive

advantage gained

through ERP based


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performance.

J. Thermopile

Worley , K.A.

Chatham, R.H.

Weston,

O. Aguirre b, B.

Grabot (2005)

Implementation and

optimization of ERP

systems:

A better integration

of processes, roles,

knowledge and user

competencies

Uses a practical

case study of the

People soft

implementation at

the University

Propose a general

process model of

integrating process,

roles, knowledge

and user

competencies

Daniel E.

OLeary(2002)

Knowledge

management across

the enterprise

resource planning

systems life cycle

Case studies Highlights

knowledge related

issues around the

various life cycle of

ERP projects

Kogut and

Zander(2003)

Knowledge of the

firm and the

evolutionary

theory of themultinational

corporation

Quantative: Use

questionnaire data

described in Zander

(1991a,b) andZander and Kogut

The less codifiable

and the harder to

teach is the

technology, themore likely the

transfer will be to

wholly owned

operations.

Thomas

Davenport(1993)

Process Innovation:

Reengineering(1992)

Work through

Information

Technology

Case studies of

multiple firms

Even a poor IT

infrastructure can be

opportunity for

process innovation

Majed Al-

Mashari(2001)

Process Orientation

through Enterprise

surveys current

practices, research

Provides

comprehensive


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Resource Planning

(ERP): A Review of

Critical Issues

and development, review of state of

research in the ERP

field relating to

process

management

Palaniswamy

Rajagopal(2002)

An innovation

diffusion view of

implementation of

enterprise resource

planning (ERP)

systems

and development of

a research model

Both qualitative and

quantative approach

various contextual

factors that

influenced these

firms to implement

this technology

were understood

using the six-stage

model proposed by

Kwon and Zmud.

Thongchai

Srivardhana

Suzanne D.

Pawlowski(2007)

ERP systems as an

enabler of sustained

business process

innovation: Aknowledge-based

view

Content analysis A theoretical

framework is

developed to

highlight therelationships

between ERP-

related knowledge

impacts and

potential/realized

absorptive capacity

for business process

innovation

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