Enterprise Resource Planning for Global Economies: Managerial Issues and Challenges: Managerial Issues and ChallengesFerran, Carlos, Salim, Ricardo IGI Global, 2008. gada 30. apr. - 420 lappuses Local functional systems that create inefficient islands of information are being replaced by expensive enterprise-wide applications that unify the functional areas; however, while we have not yet been able to completely and seamlessly integrate across functions, we find that the new islands of information are no longer functional but political, cultural, linguistic, and geographical. The global village is a reality and enterprise resource planning (ERP) implementations face new issues and challenges. Enterprise Resource Planning for Global Economies: Managerial Issues and Challenges provides authoritative research on the theoretical frameworks and pragmatic discussions on global implementations of information systems, particularly ERP systems. This book offers professionals, managers, and researchers, who want to improve their understanding of the issues and challenges that arise when information systems cross national boundaries, with an authoritative, essential research resource. |
No grāmatas satura
1.–5. rezultāts no 70.
... specific vendor (SAP) and what functionalities are relevant to global SOX compliance. Based on this, the chapter discusses likely developments regarding compliance functionalities in future releases of ERP systems. .................227 ...
... specific success factors faced with global implementations were evaluated using semi-structured interviews. The authors prepared a questionnaire to further explore the data. Respondents rated questions related to management support the ...
... specific efforts that a champion can initiate to move a business out of the anticipated period of decline. With regard to global ERP implementation, this chapter also encourages applied research that considers some alternative ...
... specific issues. The deployment cycle for an ES is too long. It could take several years. On the other hand, an ES does not permit full customization to meet specific business needs, and mutual adaptation between the organization and ...
... specific case, Ericsson developed three major transformations in its procurement processes, and the system was able to adapt and align itself to three different business models over a transformation period of four years. First, the ...
Saturs
Investment Aspects | 55 |
Organizational Aspects | 93 |
Cultural Aspects | 166 |
Auditing Aspects | 207 |
Success Evaluation Aspects | 251 |
Trends | 308 |
Compilation of References | 349 |
About the Contributors | 379 |
Index | 386 |
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Enterprise Resource Planning for Global Economies: Managerial Issues and ... Carlos Ferran Priekšskatījums nav pieejams - 2008 |