外文翻译---erp系统实施对企业绩效的影响：一项探索性案例研究-plc设计(编辑修改稿)

外文翻译---erp系统实施对企业绩效的影响：一项探索性案例研究-plc设计(编辑修改稿)内容摘要：

explore this relationship using a selective casestudy based on successful ERP implementation and stabilisation. The importance of this topic lies within the widespread of ERP systems while there are clearly many examples of unsuccessful ERP effects on business performance. For e xamples see Gupta et al. (2020, 599600). Investing into ERP systems which are very costly and which don’t return business value will waste business resources. Therefore, it is important to clarify the vagueness surrounding the relationship between ERP and business performance. To further investigate the relationship between ERP adoption and business performance this paper will provide a literature review of the relationship between Information Technology (IT) utilization and business performance then some applications of the concepts from IT to the more specific variable of ERP. The applications covered in this paper will discuss how ERP is affecting business performance. This will be followed by a case study to test the theories and will start with the methodology, data collection, and case details followed by the results, discussion, and finally conclusion. Theoretical Considerations: ERP Systems The following subsections will discuss the unique reasons why ERP is implemented by each organization and the issues associated with ERP implementation projects. This is necessary to help us select an appropriate casestudy by assessing the degree of correctness of ERP implementation carried out in the case study discussed in this paper. Why Firms Invest in ERP? Why do firms invest in ERP given the different alternatives for information integration in a business? The answer for this question lies between either technical gains . replacing legacy systems, or for business reasons . improving operational performance and efficiency (Nicolaou, 2020). Many technical reasons exist including the replacement of disparate systems into a single integrated system (Hitt et al., 2020). The replacement of legacy systems was very important for the boom of ERP during the late 1990s when panies wanted to replace their legacy systems during the year 2020 (Y2K) with a more Y2K pliant solution so they have invested into ERP systems (Anderson et al., 2020). ERP also provides a tested system security basis which 中原工学院信息商务学院外文翻译 11 promises to keep the organization up to security standards and for providing data security (Fu223。 et al., 2020). Business reasons also exist. This includes automation and reengineering of business processes (Hitt et al., 2020). Other business reasons provided by Federici (2020) are better management, better operations, better information availability and reengineering procedures, which are all reasons for acquiring ERP. Other business reasons include enhancing cooperation and teamwork between employees in the pany. In addition, benefits expected from implementation of ERP systems include tangible benefits like reducing costs, reducing operations time, and a lean organization, while intangible benefits like information integration, better information quality, and increase in customer satisfaction also exist (Loh et al., 2020。 Nicolaou, 2020). Such perceived benefits are expected because ERP help make production inside manufacturing panies more efficient by integrating information from other departments like sales and procurement into the production system, which as a result helps eliminate costs and improve production schedules (Matolcsy et al., 2020). This discussion leads to the observation that measurements of business performance should accurately match the reasons behind ERP implementation unique to each specific organization. ERP Projects ERP systems are usually implemented as projects. ERP implementation projects usually involve selecting the ERP vendor, establishing business process reengineering, implementation, and evaluation of the adopted system (Wei, 2020). ERP implementation projects normally involve internal IT amp。 business personnel from the adopting firm as well as external consultants from implementation partners in order to be successful. This shows how human resources intensive ERP projects are. It is also worth mentioning that a good implementation partner is considered one of the most important factors for the success of ERP projects, and is another addition to the plexity of ERP implementation projects (Dai, 2020). Due to the plexity of ERP projects it will be important to discuss ERP project implementation issues and ERP project failures in the next sections to further understand the introduction of ERP into organizations and how it contributes to the relationship between ERP and business performance. ERP Implementation Issues There are different utilization issues that face business that decides to go forward and implement ERP. ERP requires a big portion of time, personnel, and capital (Laukkanen et al., 中原工学院信息商务学院外文翻译 12 2020). Most of this cost is not associated with the ERP software package itself but with its implementation, including customizations, configurations, and consultation services to implement it (Hitt et al., 2020). The time needed to establish an ERP system is at an average of 21 months. A Sample study of Taiwanese firms also found that it takes about 11 months on average to implement the ERP system (Huang et al., 2020). A similar period was suggested by Nicolaou (2020) who stated that ERP implementation projects take on average 8 months. In all cases, Gupta et al. (2020) mentioned that ERP projects frequently require more time and capital than what was planned due to the heavy integration needed on the technical and business sides. It can be said that ERP projects frequently involve business process reengineering (BPR), can include customizations, and require good budgeting and time management in order to lead to successfu。