Håkan Enquist

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In this paper we present implications for using and delivering Enterprise Resource Planning as services (ERP-as-a-service). The objective is to construct a framework of opportunities and challenges for users and suppliers of ERP-as-a-service. The framework is based on a combination of literature study and field study and includes approximately 80(More)
This paper describes critical factors for co-ordinated enterprise and IS/IT development and change in complex organizations in Sweden. These factors represent an answer on the crucial question: Why is co-ordinated development of enterprise and IS/IT difficult today? The survey is based upon in-depth interviews and concentrated workshops which present a(More)
Development of information systems in complex and dynamic organisations has failed in many aspects often due to the inability to manage complexity in interdependent enterprise and information systems changes. This paper presents some essential difficulties from the case project in systems development based on IT products like ERP products. We give an(More)
The purpose of this paper is to investigate possible change management implications for networks organizations. This is achieved through applying six Critical Management Issues (CMI’s) from the change management framework DELTA on a taxonomy consisting of three generic types of network organizations. The paper is built on an empirical base comprised of over(More)
This paper presents the results of an investigation of network practice among European Small and Medium-sized Enterprises (SME’s). The purpose is to assess network management practice and design implications for Information Communication Technology (ICT) support. The investigation consisted of 49 interviews with individuals employed by 19 SME’s that either(More)
Following a previous description of Enterprise Resource Planning (ERP) implementations as participatory design (Pries-Heje & Dittrich, 2009), this paper explores the case of a medium-sized, family-owned manufacturing company and its endeavors with changing their current ERP system. The case was selected on the premise of it being perceived a success by the(More)
Interorganizational collaboration among Small and Medium Sized Enterprises (SMEs) is a phenomenon surrounded with both ambiguity and cumbersome managerial difficulties. Despite this, the SME constitutes the primus motor of the European economy, and the organizational practice of Interorganizational collaboration is considered more and more a necessity for(More)