Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> Enterprise Systems Inhibit Organizational Agility <s> The ideas of Darwinian evolution can illuminate the niches in which systems can flourish in today's tumultuous IT environment---and help identify the inevitable evolutionary changes. <s> BIB001 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> Enterprise Systems Inhibit Organizational Agility <s> Enterprise Resource Planning (ERP) customization is a major source of concern for organizations implementing or using ERP systems. Customization has been used to explain implementation failures for years. However, the question of which types of customization have negative effects and which types of customizations have positive effects has not been fully explored. Case studies show that lack of customization sometimes causes negative consequences. What is the reason that some customizations are needed while others should be passed by? Using strategic alignment and systems agility as a basis for understanding the impact of customizations, this paper attempts to gain insight into the impacts of ERP customization. <s> BIB002 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> Enterprise Systems Inhibit Organizational Agility <s> Enterprise systems (ES) are industry-specific, customizable software packages that integrate information and business process in organizations. Despite the advantages associated with implementing ES, their success has been mixed. This has attracted the interest of researchers and resulted in a proliferation of literature on implementation. However, the extant ES studies lack a theoretical framework for the examination of ES use and its implications for change in organizations. We seek to bridge this research gap by proposing a theoretical framework for change induced through ES use. This paper contributes to theory in two areas. First, by analytically separating the notions of structure, institution, and organization, we illustrate a consistent application of Giddens' structuration theory to ES use. Second, we develop a structurational model of ES-induced change that explicates the relationship between specific characteristics of ES and the nature of change occasioned through their use by human agents within a historically shaped organizational context. Towards this objective, we distinguish ES from other information systems. Implications for practitioners and researchers are presented. <s> BIB003 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> Enterprise Systems Inhibit Organizational Agility <s> The concept of ES (enterprise system) designed to support the functionality of enterprise has a significant step forward in the long history of technology assisted business process integration. The concepts such as MRP I and MRP II. were elaborated to assist business managers by integrating various business planning processes mainly in the topics of logistics and manufacturing. The first breakthrough in the system development was the Enterprise Resources Planning management concept and application system. ERP which, like other new technologies have evaluated over several the years. It was a gradual and continuous development without considerable changes, except the SCM and APS. The radical transformation of economic environment -at the beginning of the current centaury -forced the business stakeholders to elaborate new business models and tightly aligned information technology. At present we are witnesses to and active participants of a new paradigm shift. On the business side the agility and the flexibility are the key features. On the technology (ICT) side two emerging architecture are on the horizon: the web based SOA -service oriented architecture and the BPMS -business process management suites. Our visions are that the "business and IT gap" will be disappeared in the near future, the business oriented information systems dominate the enterprises, the IT systems are the main enablers of the value chains in-and outside of the companies. <s> BIB004
The general benefits of enterprise systems are (a) integrating data and applications, (b) implementing generic business model based on "best practices," (c) providing standardized solutions of business problems, and (d) building on modularized structure BIB001 BIB003 BIB004 . Despite these benefits, enterprise systems are viewed as organizational control systems, which enable organizational efficiency rather than promoting organizational agility. Some authors claim that ES have a negative impact on agility because of tight integration to make any process change  and lack of functional fit with business requirement [Ni, Kawale, and Ran, 2002] . Tight integration between different parts of the business may increase the complexity of the system as well as the whole organization  . The more complex an organization is, the more difficult to restructure when that organization needs to change. Customization in ES, which results from the lack of fit between organizationally owned business processes with standard processes provided by ES vendors, brings additional complexity, which may reduce OA BIB002 . Besides, although there is some evidence that enterprise systems allow firms to develop their business processes to closely match the current business environment, some of the evidence of positive impacts has come from organizations whose business environment is relatively stable. Efficiency and cost reduction that are the fundamental benefit of ES adoption may reduce organizational agility   .