| 1. |
|
|
| 2. |
- Ifinedo, Princely, et al.
(författare)
-
Relationships among ERP post-implementation success constructs : An analysis at the organizational level
- 2010
-
Ingår i: Computers in human behavior. - : Elsevier BV. - 0747-5632 .- 1873-7692. ; 26:5, s. 1136-1148
-
Tidskriftsartikel (refereegranskat)abstract
- Abstract: Enterprise resource planning (ERP) systems implementation success factors have been widely researched, however, few have investigated ERP post-implementation success in organizational contexts. The paucity of research Into ERP system success evaluations partly motivates this research To that end, the objective of this study is twofold First, it primarily investigates the relationships among six constructs or dimensions in a respecified ERP system success measurement model, which was developed from prior relevant frameworks. Second, this research adds to the body of knowledge in the information system (IS) success evaluation domain, especially with its focus on ERP packages The extended ERP system success model was tested using data collected in a cross-sectional field survey of 109 firms in two European countries Structural equation modeling (SEM) was used to test six relevant hypotheses. The SEM results showed that five out of the six hypotheses have significant, positive associations. Namely, the constructs of System Quality, Service Quality, Individual Impact, Workgroup Impact, and Organizational Impact have strong relevance in ERP success conceptualization, whereas Information Quality does not, at least, in the context of our data. The pertinence of the study's findings for IS success evaluation as well as its implications for practice and research are discussed.
|
|
| 3. |
|
|
| 4. |
|
|
| 5. |
- Sundberg, Klas, 1967-
(författare)
-
Atlas Copcos strategi och styrning : Verktyg som ger guld
- 2009
-
Licentiatavhandling (övrigt vetenskapligt/konstnärligt)abstract
- Licentiatavhandlingen analyserar den strategi och styrning som bedrivits vid Atlas Copco sedan 1980-talet. Detta ger kunskap om hur ett traditionellt svenskt industriföretag anpassar sig till en turbulent omgivning med hård internationell konkurrens. Atlas Copco är ett industriföretag med kompetenser omkring tryckluftsteknik, gruv- och anläggningsmaskiner och industriverktyg. Det har en komplexitet i strategisk inriktning, organisatorisk struktur och styrning som gör det lämpligt som studieobjekt inom forskningsprogrammet Strategi, styrning och konkurrenskraft (SiSK). Atlas Copco är ett klassiskt svenskt företag som under sin 136-åriga historia utvecklats till en global aktör genom de produkter och lösningar som skapats och erbjuds marknaden. Utifrån dagens verksamheter är det möjligt att spåra omfattande strategiska och organisatoriska förändringar som stegvis genomfördes från slutet av 1960-talet fram till inledningen av 1990-talet. Studien är retrospektiv där fallföretagets strategiska utveckling och styrning i efterhand studerats. Som utgångspunkt i analysen har valts en tentativ modell om strategisk kongruens och integrerad styrning. Avhandlingen bygger på insamlat material om företaget i form av årsredovisningar och andra skriftliga källor samt intervjuer med 25 nuvarande och tidigare befattningshavare vid företaget. Studien visar att fallföretaget kan uppvisa strategisk kongruens på olika organisatoriska nivåer och att denna kongruens stöds av en integrerad styrning som till sin karaktär är både formell genom traditionella system för ekonomi- och produktionsstyrning men också informell genom att en särskild kultur byggts upp runt företagets verksamheter och hur de ska bedrivas. Studien ger specifika implikationer för fallföretaget när det gäller strategi och styrning som är intressanta för andra företag och organisationer. Detta gäller särskilt hur starkt fokuserade verksamheter kan styras och utveckla långsiktiga konkurrensfördelar. Studien har finansierats av Jan Wallanders, Tom Hedelius och Tore Browaldhs stiftelser. Dessutom har finansiellt stöd erhållits från forskarskolan Management och IT (MIT).
|
|
| 6. |
- Sundberg, Klas, et al.
(författare)
-
Modern project management : Challenges for the future
- 2021
-
Ingår i: Management and Information Technology after Digital Transformation. - London : Routledge. - 9780367612764 - 9781003111245 ; , s. 93-104
-
Bokkapitel (refereegranskat)abstract
- In this chapter, the authors highlight that the challenges related to managing modern projects are that the management problems have changed since traditional project management methods were developed. This calls for new project management methods, adapted to situations of rapid technological change and flexibility. The authors identify and highlight the limitations of both traditional and agile management methods. They pay special attention to such project characteristics as obstacles to agility, skills, leadership, stakeholders and customers. They discuss hybrid project management and identify which method is the best fit in a given situation.
|
|
| 7. |
- Sundberg, Klas, 1967-
(författare)
-
Strategisk utveckling och ekonomistyrning : Ett livscykelperspektiv
- 2015
-
Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- This dissertation synthesizes previous research and develops a model for the study of strategic development, strategic congruence and management control. The model is used to analyze a longitudinal case study of the Swedish engineering company Atlas Copco.Employing contingency theory, the study confirms that long-term survival of a company requires adaption to contingencies. Three levels of strategy are examined: corporate, business and functional. Previous research suggests that consistency between these levels (strategic congruence) is necessary for a company to be competitive. The dissertation challenges this proposition by using a life-cycle perspective and analyzes strategic congruence in the different phases of a life cycle. It also studies management control from a life-cycle perspective. In this context, two types of management control are examined: formal and informal. From a longitudinal perspective, the study further discusses how these types interact during organizational life cycles.The dissertation shows that strategic development is more complex than previous studies have indicated. It is a long, complex and non-linear process, the results of which cannot always be predicted. Previous models for strategy and management control are based on simple relationships and rarely take into account the fact that companies often go through different phases of strategic development. The case study shows that strategic incongruence may occur at times during organizational life cycles. Furthermore, the use of management control varies over time. In the maturity phase, formal control is in focus, while the use of informal control has a bigger role in both the introduction and decline phases.Research on strategy and management control has intensified in recent years. Still there is a gap regarding the coordination of complex corporate structures. The present study contributes with further knowledge on how companies manage long-term strategic development. Few studies deal with more than two levels of strategy. Moreover, the present study addresses the need to understand strategic congruence from a life-cycle perspective. This is particularly relevant in practice, when management in large companies face difficult issues for which they expect business research to assist them in the decision-making process.
|
|
