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Levels of Enterprise Integration: Study Using Case Analysis

Levels of Enterprise Integration: Study Using Case Analysis

Delvin Grant, Qiang Tu
Copyright: © 2005 |Volume: 1 |Issue: 1 |Pages: 22
ISSN: 1548-1115|EISSN: 1548-1123|ISSN: 1548-1115|EISBN13: 9781615202867|EISSN: 1548-1123|DOI: 10.4018/jeis.2005010101
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MLA

Grant, Delvin, and Qiang Tu. "Levels of Enterprise Integration: Study Using Case Analysis." IJEIS vol.1, no.1 2005: pp.1-22. http://doi.org/10.4018/jeis.2005010101

APA

Grant, D. & Tu, Q. (2005). Levels of Enterprise Integration: Study Using Case Analysis. International Journal of Enterprise Information Systems (IJEIS), 1(1), 1-22. http://doi.org/10.4018/jeis.2005010101

Chicago

Grant, Delvin, and Qiang Tu. "Levels of Enterprise Integration: Study Using Case Analysis," International Journal of Enterprise Information Systems (IJEIS) 1, no.1: 1-22. http://doi.org/10.4018/jeis.2005010101

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Abstract

A primary objective of ERP is to integrate the various parts of a company. The articles proposes a six-level taxonomy of enterprise integration and discusses the ability of ERP to satisfy each of the six levels. We analyzed six well-known industry case studies that included IBM, Cisco, Tecktronic, Vandelay, China Holdings, and APD Manufacturing. We found evidence of the six levels of integration among the sample. APD and China Holding did not exhibit evidence of global integration, while the others did. System user (Level II) integration was missing from all except APD. Islands-of-technology integration seems no longer the dominant integration issue it was in the ’80s. The dominant integration issues are functional integration, customer relationship management, and supply chain management.

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