ERP system

The implementation of enterprise resource planning (ERP) systems is nowadays a key issue for companies. The problems that can appear during their integration, which is always a difficult task, are nowadays better identified, even if their origins are often multiple and complex. This study focuses on the integration of the human resource characteristics in business processes, which is a key issue for the ERP adoption and optimisation phases. In that purpose, it is suggested to better adapt business processes to human actors by explicitly taking into account concepts like the role, competence and knowledge of human resources. It is shown on a practical case-the implementation of PeopleSoft TM in a university-how these concepts may optimise ERP implementations by better identifying the requirements and possibilities of the workforce, with the final goal of increasing the efficiency and acceptability of the system to be implemented.

Two important classes of information systems, Workflow Management Systems (WfMSs) and Enterprise Resource Planning (ERP) systems, have been used to support ebusiness process redesign, integration, and management. While both technologies can help with business process automation, data transfer, and information sharing, the technological approach and features of solutions provided by WfMS and ERP are different. Currently, there is a lack of understanding of these two classes of information systems in the industry and academia, thus hindering their effective applications. In this paper, we present a comprehensive comparison between these two classes of systems. We discuss how the two types of systems can be used independently or together to develop intra-and inter-organizational application solutions. In particular, we also explore the roles of WfMS and ERP in the next generation of IT architecture based on web services. Our findings should help businesses make better decisions in the adoption of both WfMS and ERP in their e-business strategies.

For the last decade or so, the biggest category of the IT investment has unarguably been Enterprise Resource Planning (ERP). Most of the bigger corporations in the developed countries have implemented ERP systems with an aim to achieving competitive edge in their respective business areas. Now that the top end of the ERP market has been saturated, the main interest has moved to non-commercial sectors such as universities and small and medium-sized enterprises (SMEs). These organisations have not been able to benefit directly from the ERP revolution because an ERP implementation requires huge resources and entails high risks.

Business Process Reengineering (BPR) has been witnessed. This evolution reflects both the increasing maturity of information technology and also the business outlook of firms seeking to use IT for competitive advantage. In this paper we argue that system development is now entering a new phase of maturity with the advent of Enterprise Resource Planning (ERP) software packages.

Enterprise resource planning (ERP) systems are highly complex information systems. The implementation of these systems is a difficult and high cost proposition that places tremendous demands on corporate time and resources. Many ERP implementations have been classified as failures because they did not achieve predetermined corporate goals. This article identifies success factors, software selection steps, and implementation procedures critical to a successful implementation. A case study of a largely successful ERP implementation is presented and discussed in terms of these key factors.

Purpose – Enterprise resource planning (ERP) systems if successfully implemented bring about competitive advantages. On the other hand, project failure could, in an extreme case, cause an organisation to go out of business. Mapped against existing literature on ERP critical success factors, this paper examines environmental factors that impacted on the adoption of ERP by The Oman Telecommunication Company (Omantel).

During the last years some researchers have studied the topic of critical success factors in ERP implementations, out of which 'training' is cited as one of the most ones. Up to this moment, there is not enough research on the management and operationalization of critical success factors within ERP implementation projects. This technical research report proposes a framework for monitoring and evaluating training in ERP implementation projects. In order to develop a set of metrics for such monitoring and evaluating tasks, we have used the Goals/Questions/Metrics (GQM) approach. The GQM approach is a mechanism for defining and interpreting operational, measurable goals. Because of its intuitive nature the approach has gained widespread appeal. As a result, we propose a GQM preliminary plan with different metrics to monitor, control and evaluate training while implementing an ERP system. We also propose a three dimensional framework to interpret the metrics defined.

In this paper, the authors contrast complex thinking and reductionism in organizational transformation processes, focusing on enterprise resource planning (ERP) systems. ERP has been promoted as a management panacea, and has resulted in immense investments by companies around the globe. Not surprisingly, many implementations fail to match expectations. For those dealing with organizational change, the ERP phenomenon may sound uncomfortably familiar: change theorists and practitioners have witnessed the coming and going of management panaceas for quite some time. This study presents an exploratory survey of 28 implementation experiences and discusses reductionism in the realm of ERP implementations. It is argued that by applying complex thinking we may open new avenues to explain these processes.

This paper presents an extension to the technology acceptance model (TAM) and empirically examines it in an enterprise resource planning (ERP) implementation environment. The study evaluated the impact of one belief construct (shared beliefs in the benefits of a technology) and two widely recognized technology implementation success factors (training and communication) on the perceived usefulness and perceived ease of use during technology implementation. Shared beliefs refer to the beliefs that organizational participants share with their peers and superiors on the benefits of the ERP system. Using data gathered from the implementation of an ERP system, we showed that both training and project communication influence the shared beliefs that users form about the benefits of the technology and that the shared beliefs influence the perceived usefulness and ease of use of the technology. Thus, we provided empirical and theoretical support for the use of managerial interventions, such a...

Enterprise resource planning (ERP) systems are commonly used in technical educational institutions(TEIs). ERP systems should continue providing services to its users irrespective of the level of failure. There could be many types of failures in the ERP systems. There are different types of measures or characteristics that can be defined for ERP systems to handle the levels of failure. Here in this paper, various types of failure levels are identified along with various characteristics which are concerned with those failures. The relation between all these is summarized. The disruptions causing vulnerabilities in TEIs are identified .A vulnerability management cycle has been suggested along with many commercial and open source vulnerability management tools. The paper also highlights the importance of resiliency in ERP systems in TEIs.

Studies on the adoption of innovations by companies generally include micro-level and mesolevel variables in order to explain a company's receptiveness to innovations. This study adds to the literature by investigating the role of macro-level variables (i.e. national culture) to explain differences in innovation penetration levels and adoption decisions by companies across national cultures. A large-scale empirical study was carried out in 10 European countries concerning the adoption of Enterprise Resource Planning (ERP) software by mid size companies. Results indicate variables describing national cultural to have a strong, significant influence on the innovation penetration and adoption. In addition, we find adoption models including micro-, meso-and macro-level variables to perform significantly better in explaining innovation adoption across countries than adoption models that only include micro-and mesolevel variables.

This paper considers the impact of ERP implementations upon the role of management accountants, upon management accounting in general, and upon business processes. It does so in the context of the perceived success of the ERP implementation. A postal questionnaire was circulated to almost 700 management accountants working in large UK-based organisations. It finds that under successful ERP implementations, management accountants have time for other, less mundane activities and their role becomes more enriching. In contrast, when the implementation is unsuccessful, the role of the management accountant increases: the ERP system deficiencies require increased activity on their part without any noticeable reduction in the tasks they traditionally perform.

This work present business process monitoring agents we developed called Probes. Probes enable to control the process performance aligning it to the company’s strategic goals. Probes offer a real time monitoring of the strategic goals achievement, also increasing the understanding of the company activities. In this paper Probes are applied to a practical case of a bus company. Probes were developed and deployed into the company ERP system and determined a significant change in the strategy of the company and a corresponding enhancement of the performances of a critical business process.

... This led to a larger nation-wide research project that aimed at identifying the next ... The purpose of this paper is to establish a research framework for the IMERAS project. ... Second intellectual resistance, this has to do with the employees not understanding the integration within the ...

A Higher Education ERP system can be used as a solution to integrate and increase the efficiency of the Romanian university processes. This paper examines the application of ERP software in Romanian Universities. We made an SWOT analysis for implementing an ERP system in Romanian Universities. Also, we proposed a comparison framework of ERP solutions for higher education management using as starting point the requirements of a Romanian University. The framework was applied to four of the top Higher Education management solutions. The process of evaluating an ERP system for use in higher education requires that a university compare the existing ERP software available to their current processes and see which ERP solution will best fit the existing procedures.

The international grocery chain Lidl wanted to replace a conglomerate of individual software solutions with a unified standard software supplied by SAP. The epic failure of the project named eLWIS is a prime example of the need to learn Situational Project Management (SitPM) and Project Business Management (PBM). Trial and error are too expensive as teachers for these disciplines.

A Mission Success First approach might have saved the project.

Previous studies have estimated the failure rate of Enterprise Resource Planning (ERP) implementations to be between 40 to 60%. This high failure rate also extends to ERP adoption by Small to Medium-sized Enterprises (SMEs) in developing countries. The failure rate is concerning since SMEs contribute to the development of many nations. It is known that the quality of a business case has a profound effect on the outcome of an investment. Hence, stronger business cases would increase the success of IT implementations. Yet, there is a lack of research or guidance for SME on preparing business cases. As a first step in addressing this concern, this study aimed to integrate various business case elements from the academic literature, distilling a set of considerations which SMEs adopting ERP systems can use to develop realistic business cases. The study uses a general inductive approach to analyse the academic literature as a secondary data source. The review looks at the broad area of IT business cases reviewing in more detail ERP business cases at one side of the spectrum and SME IT business cases on the other extreme. The final result is a description and a summary of categorised business case considerations for SMEs adopting an ERP system. The practical contribution of the paper is that SMEs adopting ERP systems may use the proposed framework to build realistic business cases, thereby increasing their chances of implementing ERP systems successfully. Secondly, the study lays a foundation for further research on business case considerations for SMEs adopting ERP systems and the subsequent confirmation of the proposed framework to support the development of better business cases.

The coronavirus outbreak has affected the normal functioning of a lot of businesses. Amongst some of the worst-hit industries are Gyms. Due to multiple points of contact throughout the Gym, the spread of the virus could increase. Hence, to reduce the need for human intervention for registration, attendance marking and other business issues, a contactless attendance monitoring and ERP system can be implemented along with face recognition to help in identifying gym members while entering the gym. The proposed system consists of face recognition methods using Elman neural network. The image fragmentation is done using Curvelet transform methods and feature extraction takes place using PCA. The system houses a camera for facial recognition. The proposed algorithm results in 94% accuracy.

Many sources speak to the symptoms that result in ERP implementation failure but few speak to the root cause of these failures.  The root cause has more to do with the wrong implementation strategy.  Today, the majority of ERP implementations follow a traditional, “build-from-scratch” approach that is not adequate for implementing packaged software like ERP.  What is required is an approach that addresses both the inherent advantages and challenges associated with ERP.  Following are principles to assist you in building the right ERP implementation strategy.

Implementing an Enterprise Resource Planning (ERP) system is expensive and time consuming. A substantial cost is associated with pre-implementation involvement and training designed to encourage acceptance and effective implementation of the system. The results of this study indicate that, contrary to conventional wisdom, extensive organizational investments in shaping pre-implementation attitudes do not always achieve the desired effects. Despite extensive time, money and effort, length of time with the firm and position had a greater impact on attitudes toward ERP capabilities, value, acceptance and timing than high levels of pre-implementation involvement.

Since the study of ERP systems is a new area, there is very little theoretical or empirical research on the topic. Limited studies have been conducted in the past, but now, due to the magnitude of the ERP phenomenon, the need for such studies has become very important. With regard to research on ERP -related topics, we have found a

En el comienzo Si bien en el mundo las primeras computadoras electrónicas comienzan a utilizarse en la década del 50, en la Argentina de los años 60 la computación estaba restringida a organismos públicos y algunas empresas de servicios masivos, casi todas en manos del Estado. Al igual que en el resto del mundo la venta de software estaba ligada a la venta del hardware que como ya hemos descripto, se entregaba con librerías gratuitas de software pues el costo del hard era tan elevado que empequeñecía todo desarrollo de soft. En otras palabras, el hardware estaba por encima del software en los planes de incorporación de tecnología, aplicada al manejo de los sistemas de información. Nótese que no hablamos en esta etapa de "gestión" sino de "información" ya que el concepto gestión aparece y corresponde a una época posterior. Las empresas comerciales de Argentina comienzan a utilizar sistemas de información basados en computadoras (SIBC), a principios de la década de los 70, bajo la modalidad de desarrollos propios. Empresas como IBM, Burroughs, Sisteco, Proceda, Data Proceso, Bull, entre otras, empezaron a proveer equipos accesibles al mundo de las empresas privadas. El software estándar disponible por entonces, estaba referido al ámbito de los sistemas operativos. El negocio del software de gestión tal como lo conocemos hoy en día, prácticamente no existía. Se desarrollan con tiempo ocioso de los grandes centros de cómputos, empresas de servicio de procesamiento de datos, lo cual introduce a una franja de compañías menores en la idea de la informática. Los 80, contexto histórico El hecho disparador que da el puntapié para la incorporación masiva de computadoras en el mercado empresario, ocurrió en 1981 con la aparición de la PC IBM con un sistema operativo estándar: el DOS. Si bien ya existían equipos de este tipo lanzados por Radio Shack, Texas y Apple entre otros, el equipo de IBM tuvo un golpe de impacto importantísimo en el mercado. El mayor problema de los que desarrollaban software en ese momento, se encontraba en la carencia de estándares reales a nivel de lenguajes, lo cual implicaba una enorme dificultad en la portabilidad de los productos, es decir la posibilidad de migrar aplicaciones de un equipo a otro. A esta etapa corresponde en Argentina los equipos mainframe de IBM S-34 y S-36 y WANG-VS, todos con sus sistemas operativos propietarios, entre los más utilizados.

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A Web-based ERP system developed for attacking business problems and managing real-world business processes ranging from simple office automation procedures to complicated supply chain planning is presented. The system's Web-aspect provides significant advantages, as the system is distributed through interoperable, cross-platform and highly pluggable Web-service components. The system involves a powerful workflow engine that manages the entire process event flow within the enterprise increasing efficiency and control at the same time. Business processes, when needed, are controlled by the enterprise quality management system and consequently the ISO directives are accurately followed. A real-world process scheduling system developed for the specific needs of Greek Construction Manufacturing Enterprises is illustrated as a detailed paradigm of the system's capabilities. The problem was formulated to assign project tasks in form of lots to enterprise resources in order that resources idle time and delays in project preparation time were minimized. The problem was solved by a simple and effective heuristic algorithm.

Advanced business applications like enterprise resource planning systems (ERP) are characterized by a high degree of complexity in data, functionality, and processes. This paper examines some decisive causes of this complexity and their implications for software configuration and user interaction. A case study of SAP ® 's R/3 ® Sales & Distribution module exemplifies complexity in order management systems, and documents its impact on the user experience. We emphasize the need to shield users appropriately from underlying system complexity to provide a convenient and simple-to-use software tool. We discuss several approaches for how to address this.

Purpose-This study aims to examine organizational factors (i.e. top management support, training and education, enterprise-wide communication) that may influence the enterprise resource planning system implementation success in Iran. Design/methodology/approach-Empirical data were collected via a survey questionnaire. The questionnaires were distributed to selected managers of companies adopting ERP systems in Iran. Findings-The results indicate that the companies' top management must provide full support and commitment to the project if the system is to be successful. In addition, management must also ensure the plans are communicated and understood by the entire company. Finally it is also illustrated that adequate training and education pertaining to the systems must be given to all users to ensure that they are able to use the system effectively and efficiently thus contributing to their satisfaction which will subsequently influence the implementation success. Research limitations/implications-The ERP implementation success dimensions were measured using subjective and perceptual measures. This was due to the difficulty in securing the related factual data from the participating organizations. Practical implications-The findings may help companies planning to implement an ERP system to strategise their efforts and process to ensure successful implementation. Originality/value-This study examines how organizational factors, namely top management support, training and education as well as enterprise wide communication among ERP users, affect ERP implementation success in Iran.

Though several key enterprise resource planning (ERP) implementation factors, including top management commitment and support, change management, and consultantsÕ support haven been broadly discussed in literature, other factors such as leadership style and team cohesiveness have recently received more attention in technical project implementation [Thite M. Leadership styles in information technology projects. International Journal of Project Management 2000:18;235-41; Jiang JJ, Klein G, Chenoun-Gee H. The relative influence of IS project implementation policies and project leadership on eventual outcomes. Project Management Journal 2001;32(3):49-55]. The charismatic leadership style has often been adopted by organizational leaders, primarily in Asian countries including Taiwan. The present study, based upon the team leadership theory proposed by Zaccaro, Rittman, and Marks [The sociology of religion [Transl. Ephraim Fischoff]. Boston: Beacon Press; 1963], serves as an initial step towards understanding the impacts of charismatic leadership style on ERP implementation. Three-hundred companies listed in the ''Top 500 of The Largest Corporations in Taiwan 2001,'' that have implemented ERP systems, were surveyed.

This paper reports on a comparative case study of 13 industrial firms that implemented an enterprise resource planning (ERP) system. It compares firms based on their dialectic leaming process. All firms had to overcome knowledge barriers of two types: those associated with the configuration of the ERP package, and those associated with the assimilation of new work processes. We found

The present study provides empirical evidence on the economic benefits of enterprise resource planning (ERP) systems. We use a modified value chain approach and identify several ratios for each component of the value chain to reflect improvements as a result of the adoption of ERP systems. These financial ratios are tracked for 2 years for a group of companies that adopted ERP systems versus a group of companies that did not adopt ERP. Both univariate and multivariate statistics are used to test for differences. The key result of the present study is that the adoption of ERP systems leads to sustained operational efficiencies and improved overall liquidity. In addition, some support is found for increased profitability 2 years after the adoption of ERP and for improvements in accounts receivable management.

Le sujet de ce mémoire de fin d’étude porte sur la gestion des projets de mise en place des systèmes ERP, et plus précisément la problématique de l’impact du bon choix de l’intégrateur sur la réussite et la qualité du projet ERP. Les recherches en matière des projets ERP sont vastes mais la problématique de l’intégrateur et son apport dans le succès des projets ERP est peu nombreux.
Le choix d'étudier ce sujet a été fait dans le cadre des activités du stage de fin d’étude, j’ai participé à la mise en place d’un système ERP. Cela a permis de prendre conscience des besoins et des difficultés dans le domaine.
Les difficultés de ce genre des projets révèlent dans les ressources nécessaires à la mise en place des ERP, ce sont des profils qualifiés, diversifiés et spécialisés dans ce domaine, ces profils spécialisés dans l’implémentation existent rarement dans les entreprises commerciales ils sont souvent employés chez les intégrateurs des solutions informatiques (les sociétés de services en ingénierie informatique). L’intégrateur doit être donc forcément se présenté dans ce genre des projets pour faire face aux besoins des entreprises en matière des ressources humaines nécessaire pour la gestion du projet. A cet effet la réussite du projet ERP compte beaucoup sur l’expérience de l’intégrateur, le choix d’un intégrateur ne se fait pas donc au hasard mais en assurant qu’il s’agit du meilleur choix.

Economic globalisation and internationalisation of operations are essential factors in integration of suppliers, partners and customers within and across national borders, the objective being to achieve integrated supply chains. In this effort, implementation of information technologies and systems such as enterprise resource planning (ERP) facilitate the desired level of integration. There are cases of successful and unsuccessful implementations. The principal reason for failure is often associated with poor management of the implementation process. This paper examines key dimensions of implementation of ERP system within a large manufacturing organisation and identifies core issues to confront in successful implementation of enterprise information system. A brief overview of the application of ERP system is also presented and in particular, ERP software package known as SAP R/3, which was the ERP software package selected by Rolls-Royce plc. The paper takes an in-depth look at the issues behind the process of ERP implementation via a case study methodology. It focuses on business and technical as well as cultural issues at the heart of the Rolls-Royce implementation. The case study also looks at the implementation time scales and assesses the benefits from the project both tangible and intangible.

Ozet Bu calismanin amaci, optimum portfoyun belirlenmesinde ya da yatirim karari alinmasinda kullanilan geleneksel yontemlere yenilikci acidan bir bakis atmaktir Klasik yaklasimlar insan gozu araciligiyla karar vermeye dayaliyken, dunyada yeni trend halini alan bilgisayarli sistemlerin karar verme gucleri her gecen gun artmaktadir. Bu calismada da yapay sinir aglari, davranissal finans, veri madenciligi, nitel veri analizi gibi yontemler bir arada kullanilarak elde edilen sonuclar irdelenmis, sonucta 4. sanayi devriminin ekonomi ve finans alanlarina da etki edebilecegi kanisina varilmistir. Anahtar Kelimeler: Yapay Sinir Aglari, Yapay Zeka, Davranissal Finans, Nitel Veri Analizi, Veri Madenciligi. Abstract The aim of this study is to take an innovative perspective on the traditional methods used to determine the optimal portfolio or to make investment decisions. While classical approaches are based on decision making through the human eye, the decision-making power of new trends in ...

The Internet of things is a platform, which connects and controls the real word objects through a wireless network. This paper presents a novel approach to collect the data from the sensors, which resides on a Mechatronic devices. Using communication protocols these devices are integrated with the cloud based IoT data logger. There will be a communication between the data logger and the server. Android based application developed will monitor the action of devices.

The convergence of ERP and process automation is the cornerstone of that idea that has given birth to efficacious enterprise architectures in recent times. While the Enterprise Resource Planning system contributes to the seamlessness of the operations, the integration of process automation makes the system smarter with high prospects of tangible gains. It has an empowering impact on the workforce, enhancing their productivity while debunking the false notion that automation leads to loss of human jobs

A lot of research has been undertaken focusing on ERP systems lifecycles, but very little paid attention to retirement. ERP retirement means the replacement of an ERP with another. The aim of this research paper is to investigate why and when should organizations retire their ERP systems. A convenience case study of an SME has been selected from Egypt. The case study under investigation has retired their local ERP system and replaced it with SAP ERP. Results of our analysis indicated that reasons of retirement were: wrong selection, users were not involved in the selection process, and lack of an official implementation methodology. This is considered a new finding since main stream literature was mainly focused on retirement after maturity.

This paper describes the impact of Critical Success Factors (CSFs) across the stages of Enterprise Resource Planning (ERP) implementations using the responses from 86 organizations that completed or are in the process of completing an ERP implementation. Our results provide advice to management on how best to utilize their limited resources to choose those CSFs that are most likely to have an impact upon the implementation of the ERP system. 0-7695-

Purpose -This paper aims to study an enterprise resource planning (ERP) software selection problem. The primary goal of this paper is to propose a two-phase procedure to select an ERP vendor and a suitable ERP software. Design/methodology/approach -In the first phase of the proposed method the preliminary actions -such as constructing a project team, collecting all possible information about ERP vendors and systems, and identifying the ERP system characteristics -are established. In the second phase, the authors present a modular approach to ERP vendor and software selection and propose a 0-1 programming model to minimize total costs associated with procurement and integration expenditures. Findings -The proposed approach and the model are considered to be more useful for small manufacturing enterprises (SMEs). Originality/value -In using the model for analyzing the data about a real case study that is a commercial SME and based on obtained results, some parameter values of the model for all SMEs are suggested.

Enterprise resource planning (ERP) systems have emerged as the core of successful information management and the enterprise backbone of organizations. The difficulties of ERP implementations have been widely cited in the literature but research on the critical factors for initial and ongoing ERP implementation success is rare and fragmented. Through a comprehensive review of the literature, 11 factors were found to be critical to ERP implementation success ± ERP teamwork and composition; change management program and culture; top management support; business plan and vision; business process reengineering with minimum customization; project management; monitoring and evaluation of performance; effective communication; software development, testing and troubleshooting; project champion; appropriate business and IT legacy systems. The classification of these factors into the respective phases (chartering, project, shakedown, onward and upward) in Markus and Tanis' ERP life cycle model is presented and the importance of each factor is discussed.

Globalization rolls out the speed of market evolution is growing along with the severity of competition. New products appear daily. Retail and distribution are shifting to e-commerce. Changing market conditions impose increasingly stringent requirements on companies' business processes-speed and quality of execution, manageability, and adaptability. Realizing that corporations from the beginning of the century are constantly increasing IT investments. On a daily basis there's news on huge investments. Though there's a lack of reports on the success of these investments. Why is that? A long chain of sad accidents or an unknown pattern? On their way to the answer the authors use a new approach of social cybernetics to analyse problems of managing business processes of organizations. The fundamental limitation of modern approaches to the management and automation of business processes discovered as part of theoretical analysis. Further progress in enterprise IT requires a paradigm shift, and a return to a systematic, scientific approach which is opposed to the reliance on individual ingenious software developers.

The research literature on ERP systems has exponentially grown in recent years. In a domain, where new concepts and techniques are constantly introduced, it is therefore, of interest to analyze the recent trends of this literature, which is only partially included in the research papers published. Therefore, we have chosen to primarily analyze the literature of the last 2 years , on the basis of a classification according to six categories: implementation of ERP; optimisation of ERP; management through ERP; the ERP software; ERP for supply chain management; case studies. This survey confirms that the research on ERP systems is still a growing field, but has reached some maturity. Different research communities address this area from various points of view. Among the research axes that are now active, we can, especially, notice a growing interest on the post-implementation phase of the projects, on the customization of ERP systems, on the sociological aspects of the implementation, on the interoperability of the ERP with other systems and on the return on investment of the implementations. #

Streszczenie: Opracowanie ma na celu zaprezentowanie informatycznych narzędzi wykorzystywanych w zarządzie najmem mieszkań. Zostały omówione zarówno dedykowane narzędzia informatyczne wspomagające zarządzanie, jak i przykład użycia systemu informatycznego ERP II. Zaprezentowano Pakiet Odoo, z uwagi na jego potencjał integrowania dużej liczby procesów w badanym przedsiębiorstwie zajmującym się najmem, jako alternatywę dla odpłatnych serwisów i systemów ERP. Słowa kluczowe: Zarządzanie najmem, narzędzia informatyczne, Odoo, ERP Wstęp W bardzo prostych przypadkach oprogramowanie wykorzystywane przez zarządców nieruchomości ogranicza się do standardowego oprogramowania biurowego. Coraz częściej jednak w swojej pracy używają oni wielu dedykowanych narzędzi informatycznych 2 , które pozwalają na przetwarzanie informacji związanych z wybranym obszarem ich działalności, a nawet systemów informatycznych, żeby zintegrować różne działy przedsiębiorstwa. Problem komputerowego wspomagania zarządu nieruchomością pod najem nie jest jednak opracowany w literaturze polskiej w sposób zadowalający. Dostępne jest wprawdzie wiele polskojęzycznych publikacji ujmujących kompleksowo zagadnienie zarządzania nieruchomościami 3 , jednakowoż kwestie systemów informatycznych są w nich traktowane marginalnie 4, 5 , czasem poświęca się im jeden akapit 6 , bądź w ogóle się nie pojawiają 7 .

focus that support specific businesses-for example, solutions for flight carriers. The size and lead time of such projects can compare to a full-size software development project. provides an overview of the different actors involved in bringing about an ERP systems' organizational implementation.

Business information system is an area of the greatest significance in any business enterprise today. Enterprise Resource Planning (ERP) projects are a growing segment of this vital area. These software systems are designed and installed by ERP vendors. Most current research on the subject concerns only managerial issues. This study is to probe the performance of ERP software in terms of the three crucial technical factors that determine the success or failure of a given ERP software. To probe these research issues, an exploratory case study was conducted with a survey and interview at a large organization with an ERP system. The statistical analysis of the collected data supports the three hypotheses of the study, leading to the conclusion that the crucial technical factors for ERP implementation are the same in literature and in the companies with successful ERP implementation. The future research study will involve other technical aspects of ERP implementation for enhancing its p...

Business organizations worldwide are adopting Enterprise Resource Planning (ERP) systems. A number of studies deliberate the adoption and implementation of ERP, but few investigate the success of the system. To our knowledge, this is the first study of its kind to investigate the perspectives of key organizational stakeholders with respect to the success of their ERP software. Using postal surveys in Finland and Estonia, two small Northern European countries, we obtained empirical data from 44 private organizations in diverse industries. Our objective was to determine whether differences exist between two organizational stakeholder groups (top-and mid-level managers) concerning their prioritization and evaluation of measures relating to the success of their ERP software. Despite their distinct roles and influence, we did not notice any significant statistical differences between the two groups in this regard. However, each group evaluated measures such as "accuracy" and "reliability" differently. This paper discusses the implications of the study for both practice and research.