Enterprise Resource Planning and Knowledge Management Systems: An Empirical Account of Organizational Efficiency and Flexibility

Jimmy C. Huang; Sue Newell; Robert D. Galliers; Shan-Ling Pan

doi:10.4018/978-1-930708-36-5.ch011

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MLA

Huang, Jimmy C., et al. "Enterprise Resource Planning and Knowledge Management Systems: An Empirical Account of Organizational Efficiency and Flexibility." Enterprise Resource Planning: Solutions and Management, edited by Fiona Fui-Hoon Nah, IGI Global Scientific Publishing, 2002, pp. 153-171. https://doi.org/10.4018/978-1-930708-36-5.ch011

APA

Huang, J. C., Newell, S., Galliers, R. D., & Pan, S. (2002). Enterprise Resource Planning and Knowledge Management Systems: An Empirical Account of Organizational Efficiency and Flexibility. In F. Nah (Ed.), Enterprise Resource Planning: Solutions and Management (pp. 153-171). IGI Global Scientific Publishing. https://doi.org/10.4018/978-1-930708-36-5.ch011

Chicago

Huang, Jimmy C., et al. "Enterprise Resource Planning and Knowledge Management Systems: An Empirical Account of Organizational Efficiency and Flexibility." In Enterprise Resource Planning: Solutions and Management, edited by Fiona Fui-Hoon Nah, 153-171. Hershey, PA: IGI Global Scientific Publishing, 2002. https://doi.org/10.4018/978-1-930708-36-5.ch011

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Enterprise Resource Planning and Knowledge Management Systems: An Empirical Account of Organizational Efficiency and Flexibility

Jimmy C. Huang (Nottingham University Business School, UK), Sue Newell (Royal Holloway, University of London, UK), Robert D. Galliers (London School of Economics and Political Science, UK), and Shan-Ling Pan (National University of Singapore, Singapore)

Source Title: Enterprise Resource Planning: Solutions and Management

DOI: 10.4018/978-1-930708-36-5.ch011

Abstract

Enterprise resource planning (ERP) systems and knowledge management (KM) promise organizations the benefits of enhancing competitiveness and continuous revitalization. This chapter compares the characteristic differences and similarities between the two initiatives and examines how they influence organizational efficiency and flexibility when implemented within a global engineering firm. We suggest that the two initiatives are conceptually complementary but can only create a synergy when the design of organizational routines and practices fits into the metaroutines imposed by ERP and KM, and the social processes are nurtured within functions and cross-functionally.

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