“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 that both strong core teams and carefully managed consulting relationships addressed configuration knowledge barriers. User training that included both technical and business processes, along with a phased implementation approach, helped firms to overcome assimilation knowledge barriers. However, all firms in this study experienced ongoing concerns with assimilation knowledge barriers, and we observed two different approaches to address them. In a piecemeal approach, firms concentrated on the technology first and deferred consideration of process changes. In a concerted approach, both the technology and process changes were undertaken together. Although most respondents clearly stated a preference for either piecemeal or concerted change, all firms engaged in practices that reflected a combination of these approaches.”

— Jeanne W. Ross

Abstract, p. 17-18
Learning to implement enterprise systems (2002)

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American computer scientist 1958

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“Enterprise resource planning (ERP) software packages have become popular means for both large and medium-sized organizations to overcome the limitations of fragmented and incompatible legacy systems. ERP systems are designed as integrated sets of software modules linked to a common database, handling basic corporate functions such as finance, human resources, materials management, sales, and distribution. Most ERP packages also provide multiple language and currency capabilities, enabling integration of global operations. The popularity of ERP is documented in a study that showed that nearly 19 percent of organizations across all industry sectors have installed ERP software, with the manufacturing sector leading the trend. The study also showed that ERP's popularity continues to rise, with 34 percent of the surveyed organizations investigating, piloting, or implementing ERP packages. Davenport characterized ERP as "the most important development in the corporate use of information technology in the 1990s"”

Jeanne W. Ross (1958) American computer scientist

Source: Learning to implement enterprise systems (2002), p. 18

“When the knowledge base of an industry is both complex and expanding and the sources of expertise are widely dispersed, the locus of innovation will be found in networks of learning, rather than in individual firms.”

Walter W. Powell (1948) American sociologist

Walter W. Powell, Kenneth W. Koput, and Laurel Smith-Doerr. "Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology." Administrative science quarterly (1996): 116-145.

“All large organizations have an internal power struggle over the goals and resources of the organization…. In the largest firms, there are two bases of control : formal ownership and authority. Those who own the firm control by virtue of ownership. Authority relations embedded in the organizational structure legitimate how managers can control organizations.”

Neil Fligstein (1951) American sociologist

Source: The transformation of corporate control, 1993, p. 10 ; As cited in: François L'Italien, BÉHÉMOTH CAPITAL. Contribution à une théorie dialectique de la financiarisation de la grande corporation. Université Laval, 2012. p. 147 (Many of the following quotes came from this source)

“If a top management team cannot clearly articulate the five or six fundamental industry trends that most threaten its firm's continued success, it is not in control of the firm's destiny.”

Gary Hamel (1954) American management expert

Source: Competing for the Future, 1996, p. 73

“This theory maintains that the objectives of the firm should be derived by balancing the conflicting claims of the various 'stakeholders' in the firm: managers, workers, stockholders, suppliers, vendors. The firm has a responsibility to all of these and must configure its objectives so as to give each a measure of satisfaction. Profit which is a return on investment to the stockholder is one of such satisfactions, but does not receive special predominance in the objective structure”

Igor Ansoff (1918–2001) American mathematician

Source: Corporate Strategy, 1965, p. 34; Cited in: Russell L. Ackoff (1994), The Democratic Corporation. p. 37

“This study compares the agency theory of the firm with interorganizational theory in examining the factors associated with the adoption of the poison pill-a takeover defense issued by a firm's board of directors that can dramatically increase the cost that a hostile buyer would have to pay to acquire the firm-by a panel of Fortune 500 firms between July 1984 and August 1989. The pill's rapid spread is traced to a combination of ownership structure and other firm-level factors and an interlock network diffusion process. The results support a social structural perspective on the market for corporate control in which the interlock network provides a social context favoring continued managerial dominance. The findings are also more consistent with models of cohesion rather than structural equivalence as the social structural mechanism responsible for diffusion.”

Gerald F. Davis (1961) American sociologist

Source: "Agents without principles?" 1991, p. 538 ; Abstract

“Of all possible resources that a firm might posses, its knowledge base has perhaps the greatest ability to serve as a source of sustainable differentiation and hence competitive advantage.”

Vijay Govindarajan (1949) American academic

Anil Kumar Gupta and Vijay Govindarajan. "Knowledge flows within multinational corporations." Strategic management journal 21.4 (2000). p. 473

“A firm consist of the system of relationships which comes into existence when the direction of resources is dependent on an entrepreneur.”

Ronald H. Coase (1910–2013) British economist and author

Source: 1930s-1950s, "The Nature of the Firm" (1937), p. 393

“Seventy percent of all IT projects fail—and scores of books have attempted to help firms measure and manage IT systems and processes better in order to turn this figure around.”

Jeanne W. Ross (1958) American computer scientist

IT governance, 2004

“At the heart of the book are the functional areas of an industrial firm. Although the data structures are thereby designed according to functional area the integration principle of supra-functional processing of tasks occupies the foreground. This book aims to achieve both a scientifically-based procedural method and a practically relevant, tried and tested approach. The author's experience of developing and introducing integrated information systems in several large industrial firms is incorporated in the treatment presented.”

August-Wilhelm Scheer (1941) German business theorist

August-Wilhelm Scheer (1989) Enterprise-wide Data Modelling: Information Systems in Industry. Springer-Verlag, p. vi.

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