Criticle + summry+ argument

  • Category:
    Business
  • Document type:
    Essay
  • Level:
    Masters
  • Page:
    2
  • Words:
    794

ERP and System Integration 4

ERP and System Integration

Critically reflect on the view the authors take on integration

Neils & Jan (2005) proclaim that, integration in regard to ERP is manageable through various ways. Integration is a significant concept that cannot be overlooked for it goes hand in hand with ERP implementation. Due to the need of ERP to integrate with all other systems in the organization (Kahkonen, Maglyas & Smolander, n.d.) acknowledges that, it is a critical activity in the organization for organizations to gain competitive advantages in the modern world. However, Neils & Jan, (2005) acknowledges that, achieving optimum integration is a difficult task as a firm requires many different accompaniments which in most cases are a response to a predicament of integration and are outside the ERP system. The authors also note that, in as much as a firm may implement ERP; system integration is different for there is no definite curve that it should follow and in this regard to, when a firm has to integrate both the internal and the external components of the organization.

Summarise and assess the authors’ empirical research approach and highlight findings which support the authors view on integration.

Neils & Jan (2005) contend that in as much as an organization can implement ERP systems, integration on the other hand has to follow its own course. Little connectivity exists to show that ERP systems implementation presents solutions that help in integration. ERP systems implementation does not bring management control in as much as there is a high quest for integration in the modern times. This shows that, in as much as there are benefits that are derived from the ERP implementation, it does not automatically make integration easy for there is no automatic cause of action upon implementation of ERP systems. This leaves the actors to either create supplements that present solutions to always what is left out in the implementation of ERP systems or to circumvent around the process so that it can be said that integration is taking place (Lee, Siau & Hong, 2003) which in most cases, organizations prefer to customize the ERP system to suit its preferences.

According to Neils & Jan (2005), ERP system implementation creates organizational visibility, global competitiveness (Lin, Hsu & Ting2006) and improves financial accounting in an organization but hardly brings integration or makes management control stronger. The reason being that, there is a big difference between the ERP system telling people what to do and the people telling the ERP system on what to do (Neils & Jan 2005). There has to be interplay between the people and the ERP system for integration to occur for both the ERP system and the people can be enablers or the constraints to integration. For instance, implementation of a particular technology in a firm can only and wholly be successful if the people involved embrace and learn to operate it.

To what extent do you agree with the authors? Support your argumentation with examples.

I totally agree with the view of the authors. I am of the belief that, ERP systems implementations wakes up other actors for instance management control to take its position in the organization seriously in light of the dynamic changing organizational environment and limitations (Gelogo & Kim, 2014) and also in increasing organizational competitiveness (Lin, Hsu & Ting2006) in the global marketplace. I believe that ERP implementation does not automatically translate to a one blanket solution for the organization. It does not create hybrid accountants or what can be generalized as hybrid employees rather than, it calls for interplay of all the parties to make the process work and smooth. Hence, the interlock between the people in the organization and the ERP systems in the phrase of what the authors term as the difference between “what ERP can tell the people to do and what the people tells the ERP to do” and hence bring about integration.

Reference

Dechow, Niels; Mouritsen, Jan (2005),Enterprise resource planning systems, management control and the quest for integration, Accounting, Organizations and Societyat http://www.sciencedirect.com/science/article/pii/S0361368204000972

Gelogo, Y. E. & Kim, H. K. (2014). Mobile Integrated Enterprose Resource Planning System Architecture. International Journal of Control and Automation. Vol. 7, No. 3. Pp. 379 – 388. http://www.sersc.org/journals/IJCA/vol7_no3/36.pdf

Kahkonen, T., Maglyas, A. & Smolander, K. What are the Factors Affecting ERP System Integration? Observations from a Large Manufacturing Enterprise. Software Engineering and Information Management. http://enact.lut.fi/sites/default/files/What%20are%20the%20Factors%20Affecting%20ERP%20System%20Integration.pdf

Lee, J., Siau, K. & Hong, S. (2003). Enterprise Integration with ERP and EAI. Communications of the ACM. Vol. 46, No. 2. http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.469.5190&rep=rep1&type=pdf

Lin, H. Y., Hsu, P. Y. & Ting, P. H. (2006). ERP Systems Success: An Integration of IS Success Model and Balanced Scorecard. Journal of Research and Practice in Information Technology, Vol. 38, No. 3. https://pdfs.semanticscholar.org/efea/88c4a9317bb986f649ce82689bc51a2f0f61.pdf