The Electronic Journal of Information Systems Evaluation provides critical perspectives on topics relevant to Information Systems Evaluation, with an emphasis on the organisational and management implications
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Journal Issue
Volume 13 Issue 1, ECIME 2009 / Jan 2010  pp1‑96

Editor: Elizabeth Frisk, Kerstin Grunden

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Evaluation of Awareness and Acceptability of Using e‑Government Services in Developing Countries: the Case of Jordan  pp1‑8

Saheer Al-Jaghoub, Hussein Al-Yaseen, Mouath Al-Hourani

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Post‑Implementation Evaluation of HealthCare Information Systems in Developing Countries  pp9‑16

Hussein Al-Yaseen, Saheer Al-Jaghoub, Maher Al-Shorbaji, Maher SalimAl-Ahliyya Amman University, Amman, Jordan

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Towards a Model for Determining the Scope of ICT Integration in the Enterprise: the Case of Enterprise Resource Planning (ERP) Systems  pp17‑26

Fergal Carton, Frederic Adam

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The question of integration of information systems (IS) into the planning and execution of operational activities has been the focus for researchers from different constituencies. Organisational theorists recognise the need for integrating mechanisms for co‑ordinating the actions of sub‑units within an organisation. Centralisation has been seen as a defensive reaction by organisations when placed under increasing external control , and also as a way to improve the efficiency of information processing, at least for routine tasks. In the meantime, researchers have been sceptical about the ability for structured information systems to deal with the complexity of the information flows within the organisation. Frameworks have also been identifying characteristics of the tasks themselves that have a bearing on the amount of information processing required. The real world is complex and moving, thus managers require flexibility in their interpretation of the mixed signals arising from this complexity. However, managers are working in environments where highly integrated information systems blur the distinction between what is real and what is virtual. There is a need for an integration approach allowing organisations to question which areas of activity are worth integrating, and conversely which areas are better left under local control. Where integrated, managers require processes for the maintenance of data integrity (people, tools, procedures). Based on field work involving two multi‑national manufacturing companies, this paper proposes a framework for ERP integration, which describes the evolution of functionality gaps as an ongoing and inevitable process that requires management. 


Keywords: ERP, enterprise, integration, framework, complexity


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Understanding IT Management in SMEs  pp27‑34

Paul Cragg, Annette Mills, Theek Suraweera

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Testing of a Model Evaluating e‑Government Portal Acceptance and Satisfaction  pp35‑46

Cora Sio Kuan Lai, Guilherme Pires

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Firms Patterns of e‑Business Adoption: Evidence for the European Union‑27  pp47‑56

Tiago Oliveira, Maria Fraga Martins

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Creating Strategic Value through Executive Information Systems: an Exploratory Study  pp57‑76

Elmarie Papageorgiou, Herman de Bruyn

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Post‑Implementation Evaluation of Collaborative Technology: a Case Study in Business Education  pp77‑86

Andriani Piki

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Radio Frequency Identification (RFID) Adoption in the South African Retail Sector: an Investigation of Perceptions Held by Members of the Retail Sector Regarding the Adoption Constraints  pp87‑96

Chris Upfold, Haidi Liu

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