Year: 2012
Type: dissertation
Abstract: Enterprise Systems (ES) are generally considered the price of entry for running a\nbusiness. With the increased scope of ESs to encompass nearly every function or\nbusiness process of a modern organization, an increasing number of different users are\nadopting and using the systems. These users occupy a number of different\norganizational roles which include a wide variety of different tasks in organizations\nand have very different requirements for ESs. To ensure a better fit between users and\nESs, a number of ES vendors have begun to focus on reflecting the concept of\norganizational roles of users in their systems. Limited research has, however,\naddressed these “role-oriented” ESs; this dissertation attempts to provide a better\nunderstanding of them by studying their design, implementation, and use.\nThe research design for this dissertation is based on Case Studies and the Grounded\nTheory Method with qualitative empirical data collected across three types of actors in\nan ES ecosystem: Vendors; partner companies; and customers. The findings are\nprimarily presented in six appended research papers that are aimed at both researchers\nand practitioners. The main contribution of the dissertation is an improved\nunderstanding of: Representation of organizational roles in the deep and surface\nstructures of ESs; the mapping, configuration, and tailoring of predefined systems roles\nto fit actual roles of users in organizations; and the potential benefits and role-related\nmisfits of role-oriented ESs. Through discussion of the findings, the dissertation also\nillustrates how the design of role-oriented ESs is influenced by the different actors in\nan ecosystem. The dissertation also illustrates how systems, organizations, processes,\nand roles can be aligned during implementation by shifting basis and conceptual focus\nin the requirements analysis. Finally, the dissertation explains the impact of roleoriented\ntechnology on organizational performance and how this technology may\ninfluence the existing perception of the role taking process in organizations.
Source: Econstor (Econstor)
Author: Philip Holst Riis
Institution: Copenhagen Business School
Language: English
Subfield: Management Information Systems
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W3089998448