ERP and New Organizational Capabilities: The Example of the Kentucky Community and Technical College System
Roy Tapp (Kentucky Community and Technical College, System, USA), Jon Hesseldenz (Kentucky Community and Technical College System, USA), Linda Morefield (Kentucky Community and Technical College System, USA) and George Kelley (University of Cincinnati, USA)
Copyright: © 2005
This study qualitatively assesses the organizational impact of a newly implemented ERP system in the daily and strategic functioning of the Kentucky Community and Technical College System (KCTCS). It serves as a powerful example to academic administrators, management consultants, and ERP practitioners seeking ways to cost-justify the implementation and recurring maintenance overhead of modern ERP systems in educational institutions, especially in settings troubled by the conflicting forces of growing enrollments and state-imposed budget cuts. With the new KCTCS ERP system in place, administrative oversight has been strengthened, and it is now easier to provide factual support for institutional funding requests. The new KCTCS ERP system has additionally enabled important new organizational capabilities in the areas of student recruitment, student retention, credit hour transferability, and credential transparency. It has also made it easier for KCTCS to adapt flexibly and responsively to change, create new knowledge and performance measures, and serve the needs of a new strategic horizon.