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Over the past 50 years computers have evolved from vacuum tubes to integrated
circuits to PCs. As hardware changed so did managerial computing, from MIS to
ERP. Outsourcers developed niche markets and the promise of seamless processing
for strategic decision-making seemed possible. Here the history, progress to
date, and unmet challenges are explored.
Developments in information technology (IT) in the last decade have made it possible for companies to implement ERP systems that not only improve basic transaction processing and streamline business processes, but also provide a wealth of new information for management decision-making. Here we review these developments in the context of the 50-year history of “managerial computing.” We propose a six-stage framework to classify how the implementation of ERP systems will affect “strategic management.” This stages hypothesis provides managers with criteria to assess the level of development of ERP in their firm and to assess the benefits achieved in terms of creating sustainable competitive advantage and enhancing shareholder value. We argue that only in stage six is ERP really a comprehensive management tool.
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