ERP实施阶段的战略调整：一个实证调查文献翻译中英对照.docVIP

西安建筑科技大学 本科毕业设计文献翻译 题 目 Enterprise Resource Planning management 学生姓名 叶波 学 号 080450128 院（系） 管理学院 专 业 管理科学 指导教师 聂兴信 时 间 2012 年 4 月 15 日 英文原文 /science/article/pii/S0378720610000066 Strategic alignment of ERP implementation stages: An empirical investigation Oana Velcu 1. Introduction There is a substantial body of existing literature on the relationship between IT and business performance . Many papers have suggested that IS investments impact the bottom-line but it has been difficult to show this empirically. There are still gaps that need further investigation of factors that may leverage their financial impact. Questions still remain: what kinds of process changes and to what extent should they be implemented to improve the bottom-line performance? What are the IS investment related factors on which companies should focus so that the investments pay off? A global provider of market intelligence and advisory services for IT and consumer technology markets, International Data Group (IDC), found that global spending on ERP systems increased at an aggregate annual rate of 13.5% between 2001 and 2006, reaching $187 billion in 2006 while a later study anticipated a 5% annual growth from 2006 to 2010. Some studies investigate the alignment of business and IS strategies as an organizational factor with leveraging effect on business performance . In addition, some factors that aided the integration of IS were considered critical, because they increased the effect of IS on business performance: project management, organizational adaptation, and package adaptation . However, researchers had not examined the role of strategic alignment on the success of ERP implementations. ERP systems combine business processes and IT technology of the implementing organizations in order to ease the flow of information through business functions. Nowadays ERP systems provide the business infr