162 Zhang, Tian, and Li
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function that ERP performs in every part of the enterprise. These managers need stronger
knowledge transfer. These problems grievously decrease their decision quality.
For the System Itself
Because of the rapid development of the computer technology, Yongxin’s original
software system cannot satisfy the requirements for the enterprise’s automated informa-
tion management. Meanwhile, the financial and other sections of the ERP system were
bought from two different software suppliers. They often conflict with each other during
management and control. These problems also obstruct the development of the company’s
knowledge network.
EPILOGUE AND LESSONS LEARNED
Epilogue
Knowledge sharing is key to the success of the project during the implementation
of automated enterprise information management. The implementation of knowledge
sharing runs well with a training center. It was important to transfer management skills
and manipulate methods to line operatives by effective training. In addition, choosing
an information director who is a business expert, skilled technician, and good commu-
nicator before the training will enhance knowledge sharing.
Factors that affect knowledge sharing include the information infrastructure of
enterprises, internal organizational structure, organizational culture, and staff motiva-
tion systems.
First, implement the ERP system and establish an intranet to centralize and admin-
ister resources. This is the platform for organizational knowledge sharing, which is a link
and a carrier for mass information.
Second, pyramid-like branches of organizational structure prevent knowledge from
regeneration and application, hinder the contact and communication among different
employees from different knowledge backgrounds, and resulted in distortion in informa-
tion transfer. It is very necessary to change the company’s organizational structure and
to make knowledge sharing effective. A good choice is to form a flat organizational
structure. This is still a goal for Yongxin.
Third, an incentive and motivation system encourages knowledge sharing more
quickly. Enterprises of different cultures should adopt different motivation system
accordingly.
It is not difficult for the decision-making level, management level, and the opera-
tional level to attain the skills of the ERP system in a high-tech corporation. However,
one still needs to show one’s respect to the traditional state-owned enterprises for its
execution extent and the attitude of the employees toward learning if one acknowledges
the ERP implementation of Yongxin, which signifies the knowledge sharing and compe-
tence principles in the ERP systems.
At present, ERP systems have been implemented in almost all the departments of
Yongxin. Also, the effectiveness of ERP in the circle of each business is gradually being
shown, encouraging further implementation of ERP among the company.