The Electronic Journal of Information Systems Evaluation provides critical perspectives on topics relevant to Information Systems Evaluation, with an emphasis on the organisational and management implications
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Journal Issue
Volume 19 Issue 2, ECIME 2015 / May 2016  pp83‑134

Editor: Elias Pimenidis

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Editorial for Volume 19 issue 2 ECIME 2015  pp83‑84

Elias Pimenidis

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A Citizen Benefit Perspective of Municipal Enterprise Resource Planning Systems  pp85‑98

Takauya Chandiwana, Shaun Pather

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Impact of IS/IT Investments on Firm Performance: Does Stakeholder Orientation Matter?  pp99‑111

António Guerreiro

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Implementing Business Analytics within the Supply Chain: Success and Fault Factors  pp112‑120

Douglas Hawley

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Abstract

Abstract: Implementing business analytics across a large company is more about understanding that organization⠒s culture, than it is about the actual technology. Understanding an organization⠒s motivation, advantages and roadblocks is imperative for s uccessful implementation and benefit. This research examines both the critical success factors along with the implementation faults of the largest steel producer in North America, and discusses how these cultural factors play out on a large scale during a n ERP implementation. First, this research identifies general critical success factors as business plan and vision; change management; communication; ERP team composition, skills and compensation; project management; top management support and championshi p; and system analysis, selection and technical implementation (Hoon Na and Delgado 2006). Then, general implementation faults are identified as operational problems, motivational problems, knowledge problems and regulatory problems (Mayntz 1997 in Nie haves, Klose, Becker 2006). These theories are applied to the specific case of Nucor Steel. Application is contextualized through a historical perspective, identifying a low‑cost business model, and enormous divisional autonomy as hindrances to the imple mentation of a common, shared ERP. A timeline of business analytics at the company is given, beginning in 2002, at which point a culture shift occurred though the acquisition of a major competitor. Divisional autonomy at this time, began to be challenged, leading to easier integration of reporting systems and cross‑company data analysis. Then, details are provided as to how this company is making a case for a new, innovative, business model and how it is developing needed expertise in the area of business analytics. Changes in the steel business are requiring companies to move from a low‑cost model to a value‑added model increasing the need for innovation in all areas of the company. These innovations inevitably require the use of more complex data analyt ics that cut across the entire company, instead 

 

Keywords: Keywords: success factors, implementation faults, business analytics, enterprise resource planning, ERP, historical considerations

 

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A Cross‑Cultural Study on e‑Government Services Delivery  pp121‑134

Ngoc Anh Nguyen

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