عنوان انگلیسی مقاله:

 Enhancing Competitive Edge Through Knowledge Management in Implementing ERP Systems

ترجمه عنوان مقاله: توسعه رقابت از طریق مدیریت دانش در پیاده سازی سیستم های ERP

رشته: مدیریت دانش

سال انتشار: 2006

تعداد صفحات مقاله انگلیسی: 12 صفحه

منبع: International Paper

نوع فایل: pdf

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چکیده مقاله

Using data from 170 manufacturing companies, we identified five facilitators for knowledge management in an ERP environment. Additionally, we examined the relationship between knowledge management and manufacturing companies’ competitive advantages in the E-business environment. The result of the study suggests that adopting organizational preparation for KM, employee education and learning, information and data network, knowledge sharing process and knowledge scanning as knowledge management facilitators will have a synergistic positive effect on firms’ competitive advantages.
Keywords: knowledge management, ERP, enterprise information system, competitive advantage, organizational change, management information system, systems research

مقدمه انگلیسی مقاله

The increased speed and power of computers and information systems coupled with development in advanced enterprise information systems are changing the ways companies manage their knowledge and intellectual assets in an E-commerce environment. In recent years, Ebusiness has emerged as a new way of conducting business in a competitive market. As an important component of E-business, enterprise resource planning systems (ERP) integrate business functional areas such as marketing and sales, production, inventory, logistics, human resource and financial management of a company, and link suppliers and customers of the entire supply chain.

During the last decade, ERP systems became the replacement for legacy systems for many Fortune 500 companies. ERP system expenditures were amongst the largest IT investments ofthe 1990s and have been implemented in over 60% of multi-national firms. The license/maintenance revenue of the ERP market was $17.2 billion in 1998. Even major US software companies have adopted ERP products (Hitt et al.,2002). For example, IBM and Microsoft now run most of their business on SAP R/3 ER software.

Recently, ERP is becoming popular in the small and medium enterprise market segment due to the importance of Customer Relation Management (CRM), supply chain management (SCM), and business to customer commerce in the business environment. Unless an organization’s entire operation is integrated under an enterprise information system, little information will be available to run such initiatives as CRM or SCM.

ERP implementation is closely related to knowledge management. Although technology by itself is not knowledge management, but knowledge management is often facilitated by human who uses technology (Li and Xu, 2002). An ERP system stores a company’s data, processes its information, and embeds its knowledge.

Such knowledge may reside in company’s ERP software such as explicit transaction knowledge; some knowledge such as process knowledge is embedded in the way the activities are conducted and other knowledge may be recorded in process manuals on a regular basis. Yet, other knowledge may embed in the heads of individuals who work directly with the ERP systems themselves (Van Stijn and Wensley, 2001).

In the framework of systems research, the knowledge dimension encompasses specialized knowledge from the disciplines and professions (Warfield, 1989). In general, there is no universal definition of knowledge management. Schultze and Leidner (2002) suggest that knowledge management is to generate, represent, store, transfer, apply, embed, and protect organizational knowledge. We may also think of knowledge management in a broad sense and consider knowledge management (KM) as the process through which organizations generate value from their intellectual and knowledge-based assets (Santosus and Surmacz, 2005). Knowledge management is, therefore, to generate value from knowledge-based assets embedded in individual employees and company’s enterprise information systems, to enhance a company’s competitive edge and devise best practices.

To date, there is not much research investigates the effect of knowledge management and ERP systems on company’s competitive advantages (Wang et al., 2005). Hence, this study is to examine the role of knowledge management on manufacturing company’s competitiveness after enterprise resource systems are implemented.

The study presents findings about facilitators of knowledge management in 170 US manufacturing firms that have adopted and implemented ERP systems. Two research questions that we feel particularly important are (i) what are the factors that facilitate knowledge management in implementing ERP systems? And (ii) is there an association between knowledge management and company’s competitive advantages in Ebusiness environment? The study intends to contribute to the body of knowledge about tacit knowledge management in ERP implementation in several ways.

This paper is organized as follows. Section two provides literature and hypotheses. Section three discusses research methodology. Analysis and discussions are presented in Section Four. Finally, conclusions and limitations are included in Section Five.

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