Learning How To Master An WS
Summary Notes:
The Long Conversation: Learning How to Master Enterprise Systems
Written by: Oswaldo Lorenzo, Peter Kawalek, and Boumedience Ramadani
Research Questions Asked:
How can companies reach a point where their expectations are met or exceeded?
How to master enterprises?
What are the factors of learning to master ESs?
How these factors can help to learn to master ESs?
Summary:
This article suggest new ways of managing enterprise systems by shifting from being technical and project-base to being communal and learning-centered. This can happen by applying three points of learning how to master enterprises when implementing new systems. The three points are osmosis, growth, and adaptation. Regardless of their complexity, they can help to insure reaching the maximum benefits of the system after applying. Also, they help to increase communication and collaboration among managements and the key users. Additionally, the article discusses how to apply these points, and it suggests some methods to manage the implementation of enterprise systems by managements.
Research Methods Used:
Examining eight cases:
The empirical studies started ten years ago with the study of three Latin American companies.
Two companies in the UK.
One company an Asia.
By involving in a global ES project in an IT company.
By involving in a study of a European telecom company.
All these research were based on inductive research methods.
Major Findings:
The long conversation model:
It brings a new understanding of the ER phenomenon and involves a set of implications for practitioners related to the implication process, knowledge and learning management, and the roles by the CEO, key users and the ES team.
Learning how to master ES: The “What” factors:
Osmosis:
It involves both the implementation of new ES functionality into additional business functions or processes, and the rollout of a particular ES function already implemented in some part of the corporation into other business units.
The Long Conversation: Learning How to Master Enterprise Systems
Written by: Oswaldo Lorenzo, Peter Kawalek, and Boumedience Ramadani
Research Questions Asked:
How can companies reach a point where their expectations are met or exceeded?
How to master enterprises?
What are the factors of learning to master ESs?
How these factors can help to learn to master ESs?
Summary:
This article suggest new ways of managing enterprise systems by shifting from being technical and project-base to being communal and learning-centered. This can happen by applying three points of learning how to master enterprises when implementing new systems. The three points are osmosis, growth, and adaptation. Regardless of their complexity, they can help to insure reaching the maximum benefits of the system after applying. Also, they help to increase communication and collaboration among managements and the key users. Additionally, the article discusses how to apply these points, and it suggests some methods to manage the implementation of enterprise systems by managements.
Research Methods Used:
Examining eight cases:
The empirical studies started ten years ago with the study of three Latin American companies.
Two companies in the UK.
One company an Asia.
By involving in a global ES project in an IT company.
By involving in a study of a European telecom company.
All these research were based on inductive research methods.
Major Findings:
The long conversation model:
It brings a new understanding of the ER phenomenon and involves a set of implications for practitioners related to the implication process, knowledge and learning management, and the roles by the CEO, key users and the ES team.
Learning how to master ES: The “What” factors:
Osmosis:
It involves both the implementation of new ES functionality into additional business functions or processes, and the rollout of a particular ES function already implemented in some part of the corporation into other business units.