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dc.contributor.authorLengnick-Hall, Cynthia A.
dc.contributor.authorLengnick-Hall, Mark L.
dc.contributor.authorAbdinnour, Sue
dc.date.accessioned2013-07-05T19:28:50Z
dc.date.available2013-07-05T19:28:50Z
dc.date.issued2004-12
dc.identifier.citationCynthia A. Lengnick-Hall, Mark L. Lengnick-Hall, Sue Abdinnour-Helm, The role of social and intellectual capital in achieving competitive advantage through enterprise resource planning (ERP) systems, Journal of Engineering and Technology Management, Volume 21, Issue 4, December 2004, Pages 307-330, ISSN 0923-4748, http://dx.doi.org/10.1016/j.jengtecman.2004.09.005en_US
dc.identifier.issn0923-4748
dc.identifier.urihttp://dx.doi.org/10.1016/j.jengtecman.2004.09.005
dc.identifier.urihttp://hdl.handle.net/10057/5865
dc.descriptionClick on the DOI link to access the article (may not be free)en_US
dc.description.abstractEnterprise resource planning (ERP) software merges a firm's data, information flows and business processes into a single package. Vendors argue that ERP provides an extremely useful strategic resource to enhance competitiveness and make it possible for a firm to leverage its other resources more effectively and efficiently. In addition, they allege that ERP encourages a system-wide perspective that is a basis for collaboration and a systems orientation. However, an examination of ERP systems using criteria established in research on resource-based views of the firm and chaos/complexity theory indicates that these claims are overstated. Observation suggests that even if ERP is necessary to coordinate complicated, multifaceted operations, it is far from sufficient to promote a strong competitive position over the long term. Moreover, ERP systems fit best within mechanistic, clockwork organizations dominated by routine, highly programmed technologies and operations, yet it is the non-routine learning and change processes found in complex, self-organizing systems that enable firms to create distinctive competitive advantages from ERP outputs. ERP makes possible deep changes in relationships, culture, and behaviors that can be crucial sources of advantage in the knowledge economy, but the structures and cultures most able to achieve this level of change are a poor fit with ERP requirements. To reconcile this paradox, we propose a dual-core, loosely coupled organization that views ERP as an enabling technology to build and augment social and intellectual capital, rather than as an information technology (IT) solution for organizational inefficiencies. Propositions for using ERP as a foundation for social and intellectual capital formation are introduced. Implications for research and practice are discussed.en_US
dc.language.isoen_USen_US
dc.publisherElsevieren_US
dc.relation.ispartofseriesJournal of Engineering and Technology Management;
dc.relation.ispartofseries;v.21, No.4
dc.subjectEnterprise resource planningen_US
dc.subjectCompetitive advantageen_US
dc.subjectLoosely coupled systemsen_US
dc.subjectDual-core systemsen_US
dc.titleThe role of social and intellectual capital in achieving competitive advantage through enterprise resource planning (ERP) systemsen_US
dc.typeArticleen_US
dc.description.versionPeer reviewed
dc.rights.holderCopyright © 2004, Elsevier


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