ERP et visions métiers conflictuelles : cas d'une entreprise en mutation

Thierry BERTRAND, Bénédicte GEFFROY-MARONNAT

Abstract


This paper is based upon the case study of a big company engaging into a business process organization thanks to an ERP. The authors make use of Bernard, Rivard & Aubert (2004) analysis framework to explain troubles observed four years later the implementation. The authors bring further understanding by making clear the existence of a adversarial relationships between three antagonistic perceptions of what the core of the enterprise business is.

Keywords


ERP;Business process;Information system;Risk factors

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DOI: http://dx.doi.org/10.9876/sim.v10i4.183

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