scholarly journals Exploring Enterprise Information Systems Procurement in Public Service Organisations

2020 ◽  
Author(s):  
Deepak Saxena ◽  
Joe McDonagh
Keyword(s):  
Information Systems ◽  
Public Service ◽  
Institutional Context ◽  
System Level ◽  
Enterprise Information ◽  
Implementation Phase ◽  
Enterprise Information Systems ◽  
Procurement Process ◽  
Work System ◽  
Organisational Level

Enterprise Information Systems (EIS) are often used by organisations to automate and integrate their business processes to create value and efficiency. However, the majority of EIS research is centred on the implementation phase with relatively little work on the pre‑implementation phase. Another gap in the existing literature is that it usually ignores the wider institutional context when determining the generalisability of research findings. This study focuses on the procurement process and analyses three instances of EIS procurement in a public service organisation. The data collection is conducted using a socio‑technical systems framework embedded within a case study methodology. Narrative analysis with a processual lens is used as an analytical tool in this study. In contrast to the existing conception of the procurement process as a completely rational and linear decision‑making process, our findings explain it as a multi‑level process where factors from the work‑system and the macrosocial level play a crucial role in influencing the decisions at the organisational level. Technological imperative (work‑system level) and business case (organisational level) are found to be critical factors in EIS procurement, in line with previous findings. However, the findings suggest a greater role of the macrosocial factors – EIS market, EIS vendor, and the institutional context. This study also notes the demonstrative nature of certain elements of the EIS procurement process in public service organisations. Thus, this study brings out the complexity and contextual nature of EIS procurement in public service organisations by demonstrating the interplay of factors operating at the work‑system, organisational, and macrosocial levels.

The Role of Business Case Development in the Diffusion of Innovations Theory for Enterprise Information Systems

2011 ◽  
pp. 3322-3331 ◽  
Author(s):  
Francisco Chia Cua ◽  
Tony C. Garrett
Keyword(s):  
Information Systems ◽  
Decision Process ◽  
Radical Innovation ◽  
Business Case ◽  
Enterprise Information ◽  
Implementation Phase ◽  
Enterprise Information Systems ◽  
Initiation Phase ◽  
Course Of Action ◽  
Case Development

A successful organisation continually initiates and implements radical innovations. The innovation must not only be new. A radical innovation has a significant impact on how the organisation undertakes its business process. Impacting is different from affecting. The former has a more substantial effect on the organisation. This is precisely why new enterprise information systems represent a radical innovation. To be successful, the organisation undertakes an innovation-decision process to align itself, as much as possible, with the ever-changing external realities. The innovation-decision process dictates selling an idea (the business case) that the new enterprise information systems possess economic value to upper management. This paper depicts a bird’s-eye view of how innovation, in this case, the new enterprise information systems, diffuses (episteme) via business case development (techne) in the innovation-decision process. As shown in Figure 1, the adoption and implementation of new enterprise information systems constitute a radical change (prerequisite F). New enterprise information systems represent radical innovation. An innovation-decision process starts with an initiation phase through which the individuals or decision-making units move from identifying and knowing the new enterprise information systems, to the forming of an attitude toward the different competing software packages, and subsequently to deciding whether to adopt or reject the implementation and use of the new idea. A business case is a formally written document that argues about the adoption to a certain course of action. It contains a point-by-point analysis to making a decision for a set of alternative courses of action to accomplish a specific goal. A business case process walks through the initiation phase of the innovation-decision process and talks about the project plans that concern the implementation phase, which follows the initiation phase. The business case document justifies, in detail, the innovation-decision process: what has transpired in the initiation phase and what will transpire in the implementation phase. It takes into account the innovation-decision process. In short, a business case process develops a detailed business case document of the innovation-decision process. Thus, a business case is both a means and an end.

A Structured Approach to Developing a Business Case for New Enterprise Information Systems

2010 ◽  
pp. 3600-3607 ◽  
Author(s):  
Francisco Chia Cua ◽  
Tony C. Garrett
Keyword(s):  
Information Systems ◽  
Diffusion Of Innovation ◽  
Agenda Setting ◽  
Decision Process ◽  
Business Case ◽  
Enterprise Information ◽  
Implementation Phase ◽  
Enterprise Information Systems ◽  
Pass Through ◽  
Case Development

The term business case is used to describe both a process and a document. A business case exploits an initiative. Exploiting the initiative from awareness to implementation encompasses a process, referred to in the diffusion of innovation parlance, as the innovation-decision process. The development of a business case concerns this innovation-decision process. The individuals or the decision-making units pass through the innovation-decision process, gaining knowledge of a new idea, forming an attitude toward it, and deciding whether to adopt or reject it (Rogers, 2003, p 20). Gaining the knowledge triggers the awareness or enforces it. Then, it leads to setting the agenda. After the agenda-setting stage is the examination of the available options. Attributes of competing options are matched together, enabling attitude formation in favour or against a particular option. This results in the creation of a shortlist of two or three options. A decision is generally reached at this point. The decision is, therefore, part of the matching stage. However, this is not always true in an organisational setting. There is a third stage after the matching stage. It is the decision (aka, business case) stage. Organisations generally demand rigour in making the decision. A business case document embodies the rigour in the business case development. Consequently, the decision stage culminates with a completed business case document and the decision that results from it: to adopt or reject the innovation. The three stages, agenda setting, matching, and decision stages, compose the initiation phase. If the decision favours adoption, then the implementation phase proceeds. In the context of implementing the new enterprise information systems, the stages in the implementation phase consists of pre-production, production, post-production (that is, maintenance), and confirmation stages. In summary, the business case development is a means, and its end is a business case document.

A Structured Approach to Developing a Business Case for New Enterprise Information Systems

2011 ◽  
pp. 346-355
Author(s):  
Francisco Chia Cua ◽  
Tony C. Garrett
Keyword(s):  
Information Systems ◽  
Diffusion Of Innovation ◽  
Agenda Setting ◽  
Decision Process ◽  
Business Case ◽  
Enterprise Information ◽  
Implementation Phase ◽  
Enterprise Information Systems ◽  
Pass Through ◽  
Case Development

The term business case is used to describe both a process and a document. A business case exploits an initiative. Exploiting the initiative from awareness to implementation encompasses a process, referred to in the diffusion of innovation parlance, as the innovation-decision process. The development of a business case concerns this innovation-decision process. The individuals or the decision-making units pass through the innovation-decision process, gaining knowledge of a new idea, forming an attitude toward it, and deciding whether to adopt or reject it (Rogers, 2003, p 20). Gaining the knowledge triggers the awareness or enforces it. Then, it leads to setting the agenda. After the agenda-setting stage is the examination of the available options. Attributes of competing options are matched together, enabling attitude formation in favour or against a particular option. This results in the creation of a shortlist of two or three options. A decision is generally reached at this point. The decision is, therefore, part of the matching stage. However, this is not always true in an organisational setting. There is a third stage after the matching stage. It is the decision (aka, business case) stage. Organisations generally demand rigour in making the decision. A business case document embodies the rigour in the business case development. Consequently, the decision stage culminates with a completed business case document and the decision that results from it: to adopt or reject the innovation. The three stages, agenda setting, matching, and decision stages, compose the initiation phase. If the decision favours adoption, then the implementation phase proceeds. In the context of implementing the new enterprise information systems, the stages in the implementation phase consists of pre-production, production, post-production (that is, maintenance), and confirmation stages. In summary, the business case development is a means, and its end is a business case document.

An investigation into the role of enterprise information systems in enabling business innovation

2015 ◽  
Vol 21 (4) ◽  
pp. 771-790 ◽  
Author(s):  
Luay Anaya ◽  
Mohammed Dulaimi ◽  
Sherief Abdallah
Keyword(s):  
Information Systems ◽  
Case Studies ◽  
United Arab Emirates ◽  
Clear Understanding ◽  
Business Practices ◽  
Enterprise Information ◽  
Content Type ◽  
Enterprise Information Systems ◽  
Business Innovation

Purpose – The purpose of this paper is to articulate clear understanding about the role of enterprise information systems (EIS) in developing innovative business practices. Particularly, it aims to explore the different ways that make EIS enables innovation development. Design/methodology/approach – The study adopted exploratory case study, based on qualitative approach. Investigations included two case studies each involved interviewing a number of senior information technology staff, working at these cases. Findings – The paper provides empirical insights about the EIS role in enabling innovation. The analysis of the case studies revealed that integrating an EIS with other system(s) or with digital devices can provide new practices that could not be easily available without these technologies. The study also found that applying data analytics tools into data accumulated from EIS, to extract new insights, lead to innovative practices. Practical implications – The study provides a set of recommendations for organizations interested to maximize the benefits from their investments in EIS. Originality/value – The paper provides evidences from cases in United Arab Emirates for the EIS role in enabling business innovation.

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