The Experts below are selected from a list of 930 Experts worldwide ranked by ideXlab platform
Charles Møller - One of the best experts on this subject based on the ideXlab platform.
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Next-Generation Enterprise Systems
Enterprise Information Systems, 2011Co-Authors: Charles MøllerAbstract:“ERP is dead - long live ERP II” was the title of a path breaking research note from Gartner Group (Bond, Genovese, Miklovic, Wood, Zrimsek, & Rayner, 2000). In this research note, Gartner Group envisions how the ERP vendors respond to market challenges and how ERP and ERP strategies evolved by 2005. Gartner Group defines ERP II as a transformation of ERP (Enterprise Resource Planning), and today the major vendors have adopted this concept in their contemporary ERP packages. ERP (Enterprise Resource Planning) is an important concept to industry. Enterprises are increasingly implementing packaged ERP systems. A recent study confirmed that over 90% of the 500 largest Danish enterprises have adopted one or more ERP system. Further, the study found the systems to be of an average age of 2.8 years and decreasing (Møller, 2005a). ERP is a standardized software package designed to integrate the internal value chain of an enterprise (Klaus, Rosemann, & Gable, 2000). In 2002, the five major ERP vendors were: (i) SAP; (ii) Oracle; (iii) Peoplesoft; (iv) SAGE; and (v) Microsoft Business Solutions. They controled almost 50% of the ERP market (c.f. Table 1) and consequently the corporate infrastructure is dominated by the design of these systems and the vendors. By 2006, the market is consolidated and many of the smaller vendors have been merged with larger vendors. Oracle acquired PeopleSoft and JD Edwards and the global market seems to be dominated by SAP, Oracle and Microsoft. According to Nah (2002) the American Production and Inventory Control Society (APICS) defines ERP as: “a method for the effective planning and controlling of all the resources needed to take, make, ship and account for customer orders in a manufacturing, distribution or service company.” This definition expresses ERP as a tool but ERP is also a management vision and an agency of change and ERP has been attributed to almost any good or bad that IT may bring about in business. In the late 1990s, the ERP hype was primarily motivated by companies rushing to prepare for Y2K (Calloway, 2000). Then, after a short recession the adoption of ERP has continued. Davenport’s sequel on enterprise systems (Davenport, 1998, 2000; Davenport & Brooks, 2004) illustrates the changing business perspective on ERP and the ERP hype. Davenport (1998) sums up the first wave of experiences from implementing ERP systems in a much cited paper on “putting the enterprise system into the enterprise,” and points to the new potential business impact of the ERP systems. The discussion evolved over the first enthusiastic expectations, continued over a growing number of horror stories about failed or out-of-control projects, toward a renewed hype of expectations on e-business and SCM. The ERP II concept is the software industry’s perception of the new business challenges and the vision addresses the issues of e-business integration in the supply chain. ERP II is the next-generation ERP concept and in a few years from now the ERP II vision is going to be institutionalized into the infrastructure of most enterprises. This article will portray the conceptual framework of ERP II.
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Encyclopedia of Information Science and Technology (IV) - Next-Generation ERP
Encyclopedia of Information Science and Technology First Edition, 2005Co-Authors: Charles MøllerAbstract:“ERP is dead - long live ERP II” is the title of a path breaking research note from Gartner Group (Bond et al., 2000). In this research note Gartner Group envision how the ERP vendors respond to market challenges and how ERP and ERP strategies evolve by 2005. Gartner Group defined ERP II as a transformation of ERP (Enterprise Resource Planning) and today the major vendors have adopted this concept in their contemporary ERP packages.
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ERP II: Next-generation Extended Enterprise Resource Planning
2004Co-Authors: Charles MøllerAbstract:ERP II (ERP/2) systems is a new concept introduced by Gartner Group in 2000 in order to label the latest extensions of the ERP-systems. The purpose of this paper is to explore the next-generation of ERP systems, the Extended Enterprise Resource Planning (EERP or as we prefer to use: eERP). The results of the paper are threefold: First a conceptual framework for eERP is established. Secondly, the business and research issues of this new framework are evaluated in the perspective of ERP and in particular the SCM developments. Third, the conceptual framework is applied in a discussion of potential impact on extended enterprise architecture..
R. Saull - One of the best experts on this subject based on the ideXlab platform.
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aligning business and information technology through the balanced scorecard at a major canadian financial Group its status measured with an it bsc maturity model
Hawaii International Conference on System Sciences, 2001Co-Authors: W. Van Grembergen, R. SaullAbstract:The balanced scorecard (BSC) initially developed by R. Kaplan and D. Norton (1996), is a performance management system that enables businesses to drive strategies based on measurement and follow-up. In recent years, the BSC has been applied to information technology (IT). The IT BSC is becoming a popular tool with its concepts widely dispersed by international consultant Groups such as Gartner Group, Renaissance Systems, Nolan Norton Institute, and others. As a result of this interest, the first real-life applications are starting to emerge. The development and implementation of an IT BSC within an Information Services Division (ISD) serving a Canadian financial Group is described and discussed. On the basis of this case study, a maturity model for the IT BSC is introduced and the necessary linkage between the business and IT scorecard is clarified.
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Linking the IT Balanced Scorecard to the Business Objectives at a Major Canadian Financial Group
Strategies for Information Technology Governance, 1Co-Authors: W. Van Grembergen, R. Saull, S. De HaesAbstract:The Balanced Scorecard (BSC) initially developed by Kaplan and Norton is a performance management system that enables businesses to drive strategies based on measurement and follow-up. In recent years, the BSC has been applied to information technology (IT). The IT BSC is becoming a popular tool, with its concepts widely supported and dispersed by international consultant Groups such as Gartner Group, Renaissance Systems, Nolan Norton Institute, and others. As a result of this interest, the first real-life applications are starting to emerge. In this paper, the development and implementation of a departmental BSC within an Information Services Division (ISD) serving a Canadian financial Group will be described and discussed. We use an IT BSC maturity model to determine the maturity level of the IT BSC under review.
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HICSS - Aligning business and information technology through the balanced scorecard at a major Canadian financial Group: its status measured with an IT BSC maturity model
Proceedings of the 34th Annual Hawaii International Conference on System Sciences, 1Co-Authors: W. Van Grembergen, R. SaullAbstract:The balanced scorecard (BSC) initially developed by R. Kaplan and D. Norton (1996), is a performance management system that enables businesses to drive strategies based on measurement and follow-up. In recent years, the BSC has been applied to information technology (IT). The IT BSC is becoming a popular tool with its concepts widely dispersed by international consultant Groups such as Gartner Group, Renaissance Systems, Nolan Norton Institute, and others. As a result of this interest, the first real-life applications are starting to emerge. The development and implementation of an IT BSC within an Information Services Division (ISD) serving a Canadian financial Group is described and discussed. On the basis of this case study, a maturity model for the IT BSC is introduced and the necessary linkage between the business and IT scorecard is clarified.
Arndt Bode - One of the best experts on this subject based on the ideXlab platform.
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Wer gewinnt durch Offshoring?
Informatik-Spektrum, 2005Co-Authors: Arndt BodeAbstract:„Die Gartner Group geht davon aus, dass 2003 etwa die Hälfte der ausgelagerten Projekte von den Auftraggebenden als nicht erfolgreich bewertet werden.“ Esther Ruiz Ben, Regina Claus S. 34 „Although the country did outsource more IT customer support positions than any other job type, German business displayed a higher need to export software development and testing positions than it did for tech support.“ Jarad Carleton, Frost & Sullivan
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Wer gewinnt durch Offshoring
Informatik-Spektrum, 2005Co-Authors: Arndt BodeAbstract:„Die Gartner Group geht davon aus, dass 2003 etwa die Halfte der ausgelagerten Projekte von den Auftraggebenden als nicht erfolgreich bewertet werden.“ Esther Ruiz Ben, Regina Claus S. 34
W. Van Grembergen - One of the best experts on this subject based on the ideXlab platform.
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aligning business and information technology through the balanced scorecard at a major canadian financial Group its status measured with an it bsc maturity model
Hawaii International Conference on System Sciences, 2001Co-Authors: W. Van Grembergen, R. SaullAbstract:The balanced scorecard (BSC) initially developed by R. Kaplan and D. Norton (1996), is a performance management system that enables businesses to drive strategies based on measurement and follow-up. In recent years, the BSC has been applied to information technology (IT). The IT BSC is becoming a popular tool with its concepts widely dispersed by international consultant Groups such as Gartner Group, Renaissance Systems, Nolan Norton Institute, and others. As a result of this interest, the first real-life applications are starting to emerge. The development and implementation of an IT BSC within an Information Services Division (ISD) serving a Canadian financial Group is described and discussed. On the basis of this case study, a maturity model for the IT BSC is introduced and the necessary linkage between the business and IT scorecard is clarified.
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Linking the IT Balanced Scorecard to the Business Objectives at a Major Canadian Financial Group
Strategies for Information Technology Governance, 1Co-Authors: W. Van Grembergen, R. Saull, S. De HaesAbstract:The Balanced Scorecard (BSC) initially developed by Kaplan and Norton is a performance management system that enables businesses to drive strategies based on measurement and follow-up. In recent years, the BSC has been applied to information technology (IT). The IT BSC is becoming a popular tool, with its concepts widely supported and dispersed by international consultant Groups such as Gartner Group, Renaissance Systems, Nolan Norton Institute, and others. As a result of this interest, the first real-life applications are starting to emerge. In this paper, the development and implementation of a departmental BSC within an Information Services Division (ISD) serving a Canadian financial Group will be described and discussed. We use an IT BSC maturity model to determine the maturity level of the IT BSC under review.
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HICSS - Aligning business and information technology through the balanced scorecard at a major Canadian financial Group: its status measured with an IT BSC maturity model
Proceedings of the 34th Annual Hawaii International Conference on System Sciences, 1Co-Authors: W. Van Grembergen, R. SaullAbstract:The balanced scorecard (BSC) initially developed by R. Kaplan and D. Norton (1996), is a performance management system that enables businesses to drive strategies based on measurement and follow-up. In recent years, the BSC has been applied to information technology (IT). The IT BSC is becoming a popular tool with its concepts widely dispersed by international consultant Groups such as Gartner Group, Renaissance Systems, Nolan Norton Institute, and others. As a result of this interest, the first real-life applications are starting to emerge. The development and implementation of an IT BSC within an Information Services Division (ISD) serving a Canadian financial Group is described and discussed. On the basis of this case study, a maturity model for the IT BSC is introduced and the necessary linkage between the business and IT scorecard is clarified.
Robin Williams - One of the best experts on this subject based on the ideXlab platform.
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Industry analysts – how to conceptualise the distinctive new forms of IT market expertise?
Accounting Auditing & Accountability Journal, 2015Co-Authors: Neil Pollock, Robin WilliamsAbstract:Purpose – The purpose of this paper is to explore conceptual issues arising in an empirical study of the emergence of a distinctive new form of expertise – of industry analysts and in particular the leading firm Gartner Group that exercises enormous influence over the Information Technology (IT) market. Design/methodology/approach – The paper critically reviews existing analytical frameworks and especially work from the Sociology of Professions. This has largely focused upon Groups which have already succeeded in gaining wide acceptance of the effectiveness of their methods and knowledge. For emerging expert Groups a key challenge is to create an audience for whom they are expert (Turner, 2001). The study contributes to a “third wave” of studies that shift the focus of enquiry from the operation of professional institutions to the conduct of expert work – and how knowledge is produced, validated and consumed. The paper draws upon an extended ethnographic study of Gartner Inc., and other industry analysts ...
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The sociology of a market analysis tool: How industry analysts sort vendors and organize markets
Information and Organization, 2009Co-Authors: Neil Pollock, Robin WilliamsAbstract:The information technology (IT) marketplace appears to be shaped by new kinds of specialist industry analysts that link technology supply and use through offering a commodified form of knowledge and advice. We focus on the work of one such organisation, the Gartner Group, and with how it produces a market analysis tool called the 'Magic Quadrant'. Widely circulated amongst the IT community, the device compares and sorts vendors according to a number of more or less intangible properties (such as vendor 'competence' and 'vision'). Given that potential adopters of IT systems are drawn to assess the reputation and likely behaviour of vendors, these tools play an important role in mediating choice during procurement. Our interest is in understanding how such objects are constructed as well as how they wield influence. We draw on the recent 'performativity' debate in Economic Sociology and the Sociology of Finance to show how Magic Quadrants are not simply describing but reshaping aspects of the IT arena. Importantly, in sketching this sociology of a market analysis tool, we also attend to the contested nature of the Magic Quadrant. Whilst Gartner attempt to establish this device as an 'impartial' and 'legitimate' arbiter of vendor performance, it is often viewed sceptically on the grounds that industry analysts are not always independent of the vendors they are assessing. Paradoxically these devices remain influential despite these sceptical assessments.
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The Sociology of a Market Analysis Tool: How Industry Analysts Sort Vendors and Organize Markets
SSRN Electronic Journal, 2008Co-Authors: Robin Williams, Neil PollockAbstract:The information technology (IT) marketplace is shaped by new kinds of specialist industry analysts that link technology supply and use through offering a commodified form of knowledge and advice. We focus on the work of one such organisation, the Gartner Group, and with how it produces a market analysis tool called the 'Magic Quadrant'. Widely circulated amongst the IT community, the device compares and sorts vendors according to a number of more or less intangible properties (such as vendor 'competence' and 'vision'). Given that potential adopters of IT systems are drawn to assess the reputation and likely behaviour of vendors, these tools play an important role in mediating choice during procurement. Our interest is in understanding how such objects are constructed and how they wield influence. We draw on the recent 'performativity' debate in Economic Sociology and the Sociology of Finance to show how Magic Quadrants are not simply describing but reshaping aspects of the IT arena. Importantly, in sketching this sociology of a market analysis tool, we also attend to the contested nature of the Magic Quadrant. Whilst Gartner attempt to establish this device as an 'impartial' and 'legitimate' arbiter of vendor performance, it is often viewed sceptically on the grounds that the industry analysts are not independent of those vendors they are assessing.
