The Cultural Analysis of ERP-enabled BPM strategy and governance in Indian Organisations

The Cultural Analysis of ERP-enabled BPM strategy and governance in Indian Organisations

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20 th Australasian Conference on Information Systems Cultural Analysis of ERP-Enabled BPM Strategy 2-4 Dec 2009, Melbourne Jayaganesh & Shanks 36 A Cultural Analysis of ERP-enabled Business Process Management Strategy and Governance in Indian Organisations Malini Jayaganesh Department of Information Systems University of Melbourne Melbourne, Australia Email: m.jayaganesh@pgrad.unimelb.edu.au Prof. Graeme Shanks Department of Information Systems University of Melbourne Melbourne, Australia Email: gshanks@unimelb.edu.au Abstract Business process management (BPM) is a key issue for organ isa t ions , par t icu lar ly in a g loba l bus iness environment. Enterprise Resource Planning (ERP) systems provide a viable means for managing business processes. In this paper we synthesise a framework for BPM strategy and governance and then report two case studies that explore the influence of national culture on BPM strategy and governance in India. One case study involves the Indian subsidiary of a multinational corporation (MNC) and the other an Indian manufacturing company that has recently established an overseas presence. The two case studies provide a deep understanding of how culture influences BPM strategy and governance differently within each organization and indicate the need for formal BPM strategy and governance practices to mitigate any negative influences of national culture
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The Cultural Analysis of ERP-enabled BPM strategy and governance in Indian Organisations

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