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Enterprise Resource Planning and Knowledge Management Systems: An Empirical Account of Organizational Efficiency and Flexibility
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Author(s): Jimmy C. Huang (Nottingham University Business School, UK), Sue Newell (University of London, UK), Robert D. Galliers (London School of Economics and Political Science, UK)and Shan-Ling Pan (National University of Singapore, Singapore)
Copyright: 2002
Pages: 19
Source title:
Enterprise Resource Planning: Global Opportunities and Challenges
Source Author(s)/Editor(s): Liaquat Hossain (Syracuse University, USA), Jon David Patrick (University of Sydney, Australia)and Mohammad A. Rashid (Massey University, New Zealand)
DOI: 10.4018/978-1-931777-06-3.ch006
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Abstract
Enterprise resource planning (ERP) and knowledge management (KM) systems 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 meta-routines imposed by ERP and KM, and the social processes are nurtured within functions and cross-functionally.
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