This is an open access article distributed under the CC BY 4.0
Volume 19 article 816 pages: 488-497
The use of technology in organizations does not always produce the expected effects, because the cause-effect
relationship in efficiency, productivity and therefore competitiveness is not linear. The available resources, ways of
access and their capacities in terms of storage, processing and speed of response are known, however they are not
always assimilated by the agents of the productive sector as they should to promote effective results and business
agility. The research procedure adopted was a critical-descriptive analysis of a real case. Based on the bibliographic
review on Business Processes reconfiguration and follow-up of an implementation project in a Brazilian company, a
Business Model reconfiguration with ERP system implementation case was described and evaluated. The purpose
of this article is to present a success case of Information Systems implementation project, to demonstrate the long
way to go before reaching the results that makes such a project a successful project and to examine the impacts in
the human resource perception. The research resulted in the description of an ERP implementation case, its evaluation
based on perceptions, followed by critical discussion about barriers and risks inherent to projects of this nature.
Although information technology has advanced a lot in the last decades in resources and functionalities, its cost has
been significantly reduced, and its acquisition has been greatly facilitated, implementation is not a trivial activity. The
article can serve as a guide for characterization of risks and sensitive aspects in reconfiguration projects for organizations
that wish to achieve effectiveness in this type of project.
This work was partially supported by FCT–Fundação
para a Ciência e Tecnologia within the R&D Units Project
1. Mittal, S.; Khan, M.A.; Romero, D.; Wuest, T. (2018). A critical review of smart manufacturing & Industry 4.0 maturity models: Implications for small and medium-sized enterprises (SMEs). Journal of Manufacturing Systems, 49, 194–214, doi:10.1016/j. jmsy.2018.10.005.
2. Veile, J.W.; Kiel, D.; Muller, J.M.; Voigt, K.-I. (2019). Lessons learned from Industry 4.0 implementation in the German manufacturing industry. Journal of Manufacturing Technology Management, doi:10.1108/ JMTM-08-2018-0270.
3. Alcacer, V.; Cruz-Machado, V. (2019). Scanning the Industry 4.0: A Literature Review on Technologies for Manufacturing Systems. Engineering Science and Technology, an International Journal, 22, 899–919, doi:10.1016/j.jestch.2019.01.006.
4. Dewan, S.; Ren, F. (2011). Information Technology and Firm Boundaries: Impact on Firm Risk and Re¬turn Performance. Information Systems Research, 22, 369–388, doi:10.1287/isre.1090.0261.
5. Jesus, C. de; Lima, R.M. (2020). Literature Search of Key Factors for the Development of Generic and Specific Maturity Models for Industry 4.0. Applied Sciences, 10, 5825, doi:10.3390/app10175825.
6. Ongena, G.; Ravesteyn, P. (2019). Business process management maturity and performance. Business Process Management Journal, doi:10.1108/ BPMJ-08-2018-0224.
7. Gooijer, J. de. (2000). Designing a knowledge management performance framework. Journal of Knowledge Management, doi:10.1108/13673270010379858.
8. Walczak, S. (2005). Organizational knowledge management structure. The Learning Organization, doi:10.1108/09696470510599118.
9. Muller, J.M.; Kiel, D.; Voigt, K.-I. (2018). What Drives the Implementation of Industry 4.0? The Role of Opportunities and Challenges in the Context of Sustainability. Sustainability, 1–24, doi:10.3390/ su10010247.
10. Hunter, M. (2013). A Short History of Business and Entrepreneurial Evolution During the 20th Century: Trends for the New Millenium. Geopolitics, History, and International Relations, 5, 44–98, doi:10.2307/26805926.
11. Drnevich, P.L.; Croson, D.C. (2013). Information Technology and Business-Level Strategy: Toward an Integrated Theoretical Perspective. MIS Quarterly, 37, 483–509, doi:10.25300/MISQ/2013/37.2.08.
12. Leino, T. (2008). Stability and Creativity as Contradicting Values in Information Management. Journal of Cases on Information Technology (JCIT), 10, 25– 40, doi:10.4018/jcit.2008040103.
13. Chen, C.-K.; Tsai, C.-H. (2008). Developing a process re-engineering-oriented organizational change exploratory simulation system (PROCESS). Inter¬national Journal of Production Research, 46, 4463– 4482, doi:10.1080/00207540601182286.
14. Kohlbacher, M. (2010). The effects of process orientation: a literature review. Business Process Management Journal, 16, 135–152, doi:10.1108/14637151011017985.
15. van der Zee, Han.T.M. (1998). Rejuvenating the IT supply organization. Information Management & Computer Security, 6, 55–65, doi:10.1108/09685229810209379.
16. Khosravi, A. (2016). Business process rearrangement and renaming: A new approach to process orientation and improvement. Business Process Management Journal, 22, 116–139, doi:10.1108/ BPMJ-02-2015-0012.
17. Leonardi, P.M.; Bailey, D.E. (2008). Transformational Technologies and the Creation of New Work Practices: Making Implicit Knowledge Explicit in Task-Based Offshoring. MIS Quarterly, 32, 411–436, doi:10.2307/25148846.
18. Karimi, J.; Somers, T.M.; Bhattacherjee, A. (2009). The Role of ERP Implementation in Enabling Digital Options: A Theoretical and Empirical Analysis. International Journal of Electronic Commerce, 13, 7–42, doi:10.2753/JEC1086-4415130301.
19. Gouillart, F.J.; Kelly, J.N. (1995). Transforming the organization; McGraw-Hill: New York, ISBN 978-0- 07-034067-1.
20. Segatto, M.; Pádua, S.; Martinelli, D. (2013). Business process management: A systemic approach? Business Process Management Journal, 19, doi:10.1108/BPMJ-Jun-2012-0064.
21. Novak, R.; Janes, A. (2019). Business process orientation in the Slovenian power supply. Business Process Management Journal, 25, 780–798, doi:10.1108/BPMJ-05-2017-0130.
22. Love, P.E.D.; Gunasekaran, A.; Li, H. (1998). Putting an engine into re-engineering: toward a process-oriented organisation. International Journal of Operations & Production Management, 18, 937–949, doi:10.1108/01443579810225531.
23. McKay, A.; Radnor, Z. (1998). A characterization of a business process. International Journal of Operations & Production Management, 18, 924–936, doi:10.1108/01443579810225522.
24. Palma-Mendoza, J.A.; Neailey, K.; Roy, R. (2014). Business process re-design methodology to support supply chain integration. International Journal of In¬formation Management, 34, 167–176, doi:10.1016/j. ijinfomgt.2013.12.008.
25. Ashayeri, J.; Keij, R.; Broker, A. (1998). Global business process re-engineering: A system dynamics-based approach. International Journal of Operations & Production Management, 18, 817–831, doi:10.1108/01443579810225478.
26. Mohapatra, S. (2013). Business Process Reengineering: Framework and Approach. In Business Process Reengineering; Springer Science+Business Media: New York, pp. 51–67, doi: 10.1007/978-1- 4614-6067–1_3.
27. Lima, R. (2010). Integrating Production Planning and Control Business Processes. International Journal of Productivity Management and Assessment Technologies, 1, 172–193, doi:10.4018/978-1-60566-856-7. ch009.
28. Agostini, L.; Filippini, R. (2019). Organizational and managerial challenges in the path toward Industry 4.0. European Journal of Innovation Management, doi:10.1108/EJIM-02-2018-0030.
29. Yin, R.K. (2018). Case Study Research and Applications: Design and Methods, Sixth edition, SAGE Publications, Inc: Los Angeles, ISBN 978-1-5063- 3616-9.