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ERP Systems and the Strategic Management Processes that Lead to Competitive Advantage

ERP Systems and the Strategic Management Processes that Lead to Competitive Advantage

Thomas Kalling
Copyright: © 2003 |Volume: 16 |Issue: 4 |Pages: 22
ISSN: 1040-1628|EISSN: 1533-7979|ISSN: 1040-1628|EISBN13: 9781615200221|EISSN: 1533-7979|DOI: 10.4018/irmj.2003100104
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MLA

Kalling, Thomas. "ERP Systems and the Strategic Management Processes that Lead to Competitive Advantage." IRMJ vol.16, no.4 2003: pp.46-67. http://doi.org/10.4018/irmj.2003100104

APA

Kalling, T. (2003). ERP Systems and the Strategic Management Processes that Lead to Competitive Advantage. Information Resources Management Journal (IRMJ), 16(4), 46-67. http://doi.org/10.4018/irmj.2003100104

Chicago

Kalling, Thomas. "ERP Systems and the Strategic Management Processes that Lead to Competitive Advantage," Information Resources Management Journal (IRMJ) 16, no.4: 46-67. http://doi.org/10.4018/irmj.2003100104

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Abstract

This paper describes the processes that firms and managers go through in their quests to create and sustain competitive advantages based on so-called Enterprise Resource Planning (ERP) systems. It is based on resource-based theory, combined with the strategy process perspective and with existing literature on information technology and ERP. The theoretic framework is extended through a detailed case study of a specific in-house ERP venture in a European multinational manufacturing company in the paper packaging industry. The emergent resource management framework describes cognitive and cultural factors that support or hamper progress, including uncertainty, knowledge gaps, knowledge transfer issues and the problems of ensuring that ERP usage is converted into competitive advantage. The framework also addresses managerial implications and potential solutions to such obstacles, throughout the process.

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