{"title":"影响ERP实施的关键问题","authors":"P. Bingi, Maneesh K. Sharma, J. K. Godla","doi":"10.1201/1078/43197.16.3.19990601/31310.2","DOIUrl":null,"url":null,"abstract":"Abstract Implementing an ERP causes massive change that needs to be carefully managed to reap the benefits of an ERP solution. Critical issues that must be carefully considered to ensure successful implementation include commitment from top management, reengineering of the existing processes, integration of the ERP with other business information systems, selection and management of consultants and employees, and training of employees on the new system.","PeriodicalId":117295,"journal":{"name":"Inf. Syst. Manag.","volume":"25 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"1999-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1382","resultStr":"{\"title\":\"Critical Issues Affecting an ERP Implementation\",\"authors\":\"P. Bingi, Maneesh K. Sharma, J. K. Godla\",\"doi\":\"10.1201/1078/43197.16.3.19990601/31310.2\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Abstract Implementing an ERP causes massive change that needs to be carefully managed to reap the benefits of an ERP solution. Critical issues that must be carefully considered to ensure successful implementation include commitment from top management, reengineering of the existing processes, integration of the ERP with other business information systems, selection and management of consultants and employees, and training of employees on the new system.\",\"PeriodicalId\":117295,\"journal\":{\"name\":\"Inf. Syst. Manag.\",\"volume\":\"25 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"1999-06-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"1382\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Inf. Syst. Manag.\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1201/1078/43197.16.3.19990601/31310.2\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Inf. Syst. Manag.","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1201/1078/43197.16.3.19990601/31310.2","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Abstract Implementing an ERP causes massive change that needs to be carefully managed to reap the benefits of an ERP solution. Critical issues that must be carefully considered to ensure successful implementation include commitment from top management, reengineering of the existing processes, integration of the ERP with other business information systems, selection and management of consultants and employees, and training of employees on the new system.
求助内容：
应助结果提醒方式：
京公网安备 11010802042870号
