Research On Organizational Change In The Condition Of ERP And Organizational Performance

With this high degree of globalization, information and network in the 21^st century, it becomes the most difficult problem for the companies to adapt to the dynamic and uncertain environment. As the nerve center, ERP is the carriers of advanced management philosophy, which can integrate and deal with a lot of management information according to some disciplines, supply effective information for company' s operation and decision-making and make use of the resources efficiently. Thereby, ERP could make the management standard, optimize the business process, cut cost, promoting sales and supervise and control the whole operation process in order to improve the company' s competition capacity. But ERP is a double-blade sword, for the company, which implements ERP successfully, which would accelerate the company' s development, whereas for the company implementing ERP unsuccessfully, which would fetter the company' s growth. It is not easy for the company to implement ERP successfully. According to Statistic of Gartner Group, the success rate of ERP is only 60% in America. But in china, the case is worse. There are only 5%—10% companies, which implement ERP successfully and achieve anticipated effect. Most of companies waste a lot of manpower, material resources and financial resources, and the benefit can' t meet the cost. Therefore, it becomes one of the most important task confronted us ,crying for being solved to analyze why has ERP always been implemented unsuccessfully and explore the key factors to realize the value of ERP and improve the management environment and strengthen competitive ability and performance.This paper advances the four factors of organizational change in the condition of ERP including organizational process change, organizational structure change, organizational culture change and organizational staff change, explores the interaction between ERP and organizational change that is ERP system cooperates with organizational change and analyzes the effect of each factor of organizational change on organizational performance. Result indicates that organizational change in the condition of ERP affects performance for sure, for example, organizational process change has positive effect on manufacture level, interior management, innovation ability, operation satisfaction, interfunctional teamwork level, supplier satisfaction and government supporting power, organizational structure change can affect cost efficiency, customer satisfaction, innovation ability and supporting of government, and organizational culture change has positive effect on stock velocity, customer satisfaction and manufacture level. In conclusion, organizational change in the condition of ERP has positive effect on finance indicates such as stock velocity, unit cost, customer oriented indicates, such as customer' s satisfaction, interior process indicators such as manufacture level, interior management level, learning, innovation and growth indicators such as innovation ability arid shareholders indicator such as operators satisfaction, interfunctional teamwork level, supplies satisfaction and government supporting power. So our research has implications for research and managerial practice alike.