Contrasting approaches to preparedness: a reflection on two case studies

Warren, Lorraine and Fuller, Ted (2009) Contrasting approaches to preparedness: a reflection on two case studies. International Journal of Enterprise Information Systems, 5 (3). pp. 60-71. ISSN 1548-1115

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Contrasting approaches to preparedness: A reflection on two case studies
Article in the International Journal of Enterprise Information Systems 5(3): 60-71.
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Official URL: http:/dx.doi.org/10.4018/jeis.2009070105

Abstract

This chapter reflects on ongoing research in SMEs in the manufacturing and service sectors. It contrasts different approaches to the issue of preparedness from an organisational and social perspective, in two cases where new enterprise-wide business processes were implemented and integrated in different settings. In both cases, the emergence of new systems presented a huge challenge to companies hard-pressed to marshal the resources to mount effective change and implementation projects on this scale. The cases presented enable a comparison of different strategies used, one firm responding to organic growth, and the other to rapid industry-driven change. The chapter focuses not on the implementations per se, but instead on the issue of preparedness for change. The chapter concludes by drawing out general lessons concerning how to support and maintain organisational preparedness for enterprise wide change in different industry settings

Item Type:Article
Additional Information:This chapter reflects on ongoing research in SMEs in the manufacturing and service sectors. It contrasts different approaches to the issue of preparedness from an organisational and social perspective, in two cases where new enterprise-wide business processes were implemented and integrated in different settings. In both cases, the emergence of new systems presented a huge challenge to companies hard-pressed to marshal the resources to mount effective change and implementation projects on this scale. The cases presented enable a comparison of different strategies used, one firm responding to organic growth, and the other to rapid industry-driven change. The chapter focuses not on the implementations per se, but instead on the issue of preparedness for change. The chapter concludes by drawing out general lessons concerning how to support and maintain organisational preparedness for enterprise wide change in different industry settings
Keywords:Viable Systems Mode, preparedness, foresight, enterprise integration, entrepreneurial management, emergence, crisis of control, Business process
Subjects:G Mathematical and Computer Sciences > G500 Information Systems
N Business and Administrative studies > N100 Business studies
Divisions:College of Social Science > Lincoln Business School
ID Code:4442
Deposited By: Ted Fuller
Deposited On:27 Apr 2011 08:49
Last Modified:04 Dec 2013 18:40

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