Introductory description

Enterprise Information Systems refers to issues of large scale corporate information systems, their implementation and project management.
The module offers theoretical frameworks to analyse these issues, reinforced by applying to published case studies.

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

The module introduces the concept of Enterprise Information Systems with a focus on Enterprise Resource Planning (ERP) suites. An associated concept is Business Process Redesign, that is essentially large scale business analysis, and leads to requirements for the ERP system.

ERP systems are historically very problematic with respect to implementation, so the module presents and analyses some classic implementation case studies, deriving a strong feel for success and failure factors, and risks in general. It presents an ERP life cycle conceptual framework to support this analysis.

Finally, the student experience is underpinned by engagement in approximately three hands-on worked scenarios using the SAP ERP package.

Learning outcomes

By the end of the module, students should be able to:

• Demonstrate a thorough understanding of the nature of enterprise information systems (ERP systems) in organisations and their role in the redesign / transformation of business processes and organisational integration.
• Demonstrate critical understanding of the key management challenges and success factors attending the development of enterprise information systems in the modern firm.
• Demonstrate a thorough understanding of the process and methodology of implementing enterprise information systems
• Analyse a business situation to identify key enterprise systems requirements of differing priority;
• Critically analyse advantages of disadvantages of available technology alternatives under the light of identified business requirements to identify most suitable solutions;
• Examine the intertwined social and technical issues faced by implementing enterprise systems.
• Apply theoretical frameworks to practical situations.

Indicative reading list

Galy, E., & Sauceda, M. J. (2014). Post-implementation practices of ERP systems and their relationship to financial performance. Information & Management, 51(3), 310-319.
Haddara, M. (2018). ERP systems selection in multinational enterprises: a practical guide. International Journal of Information Systems and Project Management, 6(1), 43-57.
Heredia-Calzado, M., & Duréndez, A. (2019). The influence of knowledge management and professionalization on the use of ERP systems and its effect on the competitive advantages of SMEs. Enterprise Information Systems, 13(9), 1245-1274.
Ilie, V., & Turel, O. (2020). Manipulating user resistance to large-scale information systems through influence tactics. Information & Management, 57(3), 103178.
Kiran, T., & Reddy, A. (2019). Critical success factors of ERP implementation in SMEs. Journal of Project Management, 4(4), 267-280.
Ko, R. K., Lee, S. S., & Lee, E. W. (2009). Business process management (BPM) standards: a survey. Business Process Management Journal, Vol. 15 No. 5, pp. 744-791
Laudon, K. C., & Laudon, J. P. (2015). Management information systems (p. 143). Upper Saddle River: Pearson.
McComb, D. (2019). The Data-Centric Revolution: Restoring Sanity to Enterprise Information Systems. Technics Publications.
Nguyen, A., Tuunanen, T., Gardner, L., & Sheridan, D. (2020). Design principles for learning analytics information systems in higher education. European Journal of Information Systems, 1-28.
Pereira, V. R., Maximiano, A. C. A., & de Souza Bido, D. (2019). Resistance to change in BPM implementation. Business Process Management Journal.
Radhakrishnan, A., Davis, J. S., Sridharan, S. V., Moore, D. W., & David, D. (2018). The impact of inter-organizational information systems-enabled external integration on capabilities of buyer–supplier dyads. European Management Journal, 36(4), 558-572.
Rivard, S., & Lapointe, L. (2012). Information technology implementers’ responses to user resistance: Nature and effects. MIS quarterly, 897-920.
Wailgum, T. (2009), The future of ERP: Why the 'big ERP' approach is dead, URL: https://www.infoworld.com/article/2628850/the-future-of-erp--why-the--big-erp--approach-is-dead.html
Warnock, R. (2017 & 2018) ERP Talking Points URL: https://www.cio.com/uk/blog/erp-talking-points/
Zammuto, R. F., Griffith, T. L., Majchrzak, A., Dougherty, D. J., & Faraj, S. (2007). Information technology and the changing fabric of organization. Organization science, 18(5), 749-762.

Subject specific skills

Conduct project planning and management to deliver assessed pieces.
Recognise and differentiate between business, technical and organisational aspects of a problem.
Demonstrate an understanding of the configuration and implementation of an industrial-strength ERP system that enables cross-functionally integrated business processes.
Effectively use the essential functions of a world class enterprise system (e.g., SAP) across business contexts including logistics and manufacturing.

Transferable skills

Demonstrate written communication skills
Demonstrate oral communication skills