• 제목/요약/키워드: Organizational Memory Theory

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조직의 정보 니즈와 ERP 기능과의 불일치 및 그 대응책에 대한 이해: 조직 메모리 이론을 바탕으로 (Understanding the Mismatch between ERP and Organizational Information Needs and Its Responses: A Study based on Organizational Memory Theory)

  • 정승렬;배억호
    • Asia pacific journal of information systems
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    • 제22권2호
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    • pp.21-38
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    • 2012
  • Until recently, successful implementation of ERP systems has been a popular topic among ERP researchers, who have attempted to identify its various contributing factors. None of these efforts, however, explicitly recognize the need to identify disparities that can exist between organizational information requirements and ERP systems. Since ERP systems are in fact "packages" -that is, software programs developed by independent software vendors for sale to organizations that use them-they are designed to meet the general needs of numerous organizations, rather than the unique needs of a particular organization, as is the case with custom-developed software. By adopting standard packages, organizations can substantially reduce many of the potential implementation risks commonly associated with custom-developed software. However, it is also true that the nature of the package itself could be a risk factor as the features and functions of the ERP systems may not completely comply with a particular organization's informational requirements. In this study, based on the organizational memory mismatch perspective that was derived from organizational memory theory and cognitive dissonance theory, we define the nature of disparities, which we call "mismatches," and propose that the mismatch between organizational information requirements and ERP systems is one of the primary determinants in the successful implementation of ERP systems. Furthermore, we suggest that customization efforts as a coping strategy for mismatches can play a significant role in increasing the possibilities of success. In order to examine the contention we propose in this study, we employed a survey-based field study of ERP project team members, resulting in a total of 77 responses. The results of this study show that, as anticipated from the organizational memory mismatch perspective, the mismatch between organizational information requirements and ERP systems makes a significantly negative impact on the implementation success of ERP systems. This finding confirms our hypothesis that the more mismatch there is, the more difficult successful ERP implementation is, and thus requires more attention to be drawn to mismatch as a major failure source in ERP implementation. This study also found that as a coping strategy on mismatch, the effects of customization are significant. In other words, utilizing the appropriate customization method could lead to the implementation success of ERP systems. This is somewhat interesting because it runs counter to the argument of some literature and ERP vendors that minimized customization (or even the lack thereof) is required for successful ERP implementation. In many ERP projects, there is a tendency among ERP developers to adopt default ERP functions without any customization, adhering to the slogan of "the introduction of best practices." However, this study asserts that we cannot expect successful implementation if we don't attempt to customize ERP systems when mismatches exist. For a more detailed analysis, we identified three types of mismatches-Non-ERP, Non-Procedure, and Hybrid. Among these, only Non-ERP mismatches (a situation in which ERP systems cannot support the existing information needs that are currently fulfilled) were found to have a direct influence on the implementation of ERP systems. Neither Non-Procedure nor Hybrid mismatches were found to have significant impact in the ERP context. These findings provide meaningful insights since they could serve as the basis for discussing how the ERP implementation process should be defined and what activities should be included in the implementation process. They show that ERP developers may not want to include organizational (or business processes) changes in the implementation process, suggesting that doing so could lead to failed implementation. And in fact, this suggestion eventually turned out to be true when we found that the application of process customization led to higher possibilities of failure. From these discussions, we are convinced that Non-ERP is the only type of mismatch we need to focus on during the implementation process, implying that organizational changes must be made before, rather than during, the implementation process. Finally, this study found that among the various customization approaches, bolt-on development methods in particular seemed to have significantly positive effects. Interestingly again, this finding is not in the same line of thought as that of the vendors in the ERP industry. The vendors' recommendations are to apply as many best practices as possible, thereby resulting in the minimization of customization and utilization of bolt-on development methods. They particularly advise against changing the source code and rather recommend employing, when necessary, the method of programming additional software code using the computer language of the vendor. As previously stated, however, our study found active customization, especially bolt-on development methods, to have positive effects on ERP, and found source code changes in particular to have the most significant effects. Moreover, our study found programming additional software to be ineffective, suggesting there is much difference between ERP developers and vendors in viewpoints and strategies toward ERP customization. In summary, mismatches are inherent in the ERP implementation context and play an important role in determining its success. Considering the significance of mismatches, this study proposes a new model for successful ERP implementation, developed from the organizational memory mismatch perspective, and provides many insights by empirically confirming the model's usefulness.

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지식 창조적 조직메모리에 관한 연구 (A Study of Knowledge Creating Organizational Memory)

  • 장재경
    • 정보관리학회지
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    • 제15권3호
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    • pp.133-150
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    • 1998
  • 본 연구에서는‘조직지식중심적 지식경영’을 위해 지식창조원리로서 음양이론을 도입하여 영역지식 (陽의 지식)과 업무지식(陰의 지식)이 음양(陰陽)의 순환적 구조로서 상호 작용하여 조직지식으로 창출되는 과정을 저장하여 재활용하기 위한 지식 창조적 조직메모리를 제안하였다. 지식 창조적 조직메모리 구축을 위하여 객체 지향적 방법론을 적용하여 영역지식과 업무지식의 순환적 흐름을 주도하는 3개 지식 컴퍼넌트를 설정하여 조직지식을 설계하였다. 조직지식은 기존의 정보시스템에 포함된 데이터베이스 스키마. 프로세스 모델 또는 지식베이스의 의미네트워크(Semantic Network), 프레임(Frame) 등을 수용하기 위해 (i) 지식객체와 (ⅱ) 객체간의 관계 및 (ⅲ) 관계정도를 정의한 그래프구조로서 설계하였다. 이러한 조직지식의 설계는 지식마이닝 기법인 사례기반추론(Case Based Reasoning)등을 활용한 새로운 조직지식의 생성에 기여할 수 있다.

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CRM 활성화를 위한 조직관련 요인에 대한 연구: 학습조직이론을 바탕으로 (A Study on the Organizational Factors for the Activation of CRM: Learning Organization Theory Approach)

  • 박찬욱
    • Asia Marketing Journal
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    • 제6권3호
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    • pp.1-26
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    • 2004
  • 본 연구는 우리나라의 CRM 발전을 위해 어떠한 조직문화가 형성되어야 하는가에 대한 이론적, 실증적 연구를 수행하는데 그 목적을 두었다. 본 연구는 먼저 인사조직 분야의 학습조직이론을 도입하여 CRM의 활성화를 위해서는 어떠한 조직문화가 조성되어야 하는가를 제안하고 그 결과 CRM의 활성화를 위해서는 개인학습의 활성화와 전사적 차원에서의 정보공유의 활성화가 전제되어야 함을 도출하였다. 더 나아가 개인학습의 활성화 차원에서는 전사적 참여, 권한이양을 통한 실험적 시도의 활성화, 최고경영진의 조성적 리더십 등의 세 가지 요인을, 정보공유의 활성화 차원에서는 커뮤니케이션의 활성화 및 조직기업의 보유 등의 두 가지 요인을 도출하였다. 또한 본 연구에서는 우리나라 CRM관련 실무자를 대상으로 하는 설문조사를 통해 본 연구에서 제시된 내용들을 실무적인 관점에서 검증하였다.

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