New Organizational Concepts for Implementing Service-Oriented ERP Systems: An Analysis Based on Transaction Cost Theory

vom Brocke J; Schenk B; Sonnenberg C

Abstract
Service-Oriented Enterprise Resource Planning Systems allow for a fine-grained alignment of IT with the specific structures of an organization's business processes through selecting and loosely coupling independent software modules Therefore, the implementation of a service-oriented ERP system shifts from a software-centric to a business process-oriented process. Recent publications suggest that the implementation and configuration of service-oriented ERP systems are predomi-nantly coordinated by means of market transaction, as services are supposed to be offered via service marketplaces in the near future. Consequently, the division of tasks known from conven-tional ERP implementation projects between the consulting company and applying organization is altered as a result of business process-driven implementation. This change in the allocation of tasks has not been considered as yet. While the provision of single services is in fact in most cases executed in market-based transactions our research results suggest that the implementa-tion process of a service-oriented system as a whole surprisingly demands an even higher degree of hierarchical coordination compared to conventional ERP system implementations.

Keywords
ERP Systems