Journal of International Information Management


Enterprise-wide integration or Enterprise Resource Planning (ERF) is becoming the mantra of firms and organizations that need to integrate their business processes within the firm and in some instances with other firms such as suppliers when supply chain management is a strategic objective. Without Information Technology (IT) much needed integration of different functional areas would be very difficult, if not impossible, to mesh these seemingly disparate functional areas and processes into a tightly stitched web-like structure that shares business processes information. Integration is creating a leaner, flatter, and meaner company that is more responsive to its environment (Hammer, 1990). This new process of integration is believed to be more effective, less costly, and provides strategic competitive advantage over other competitors. Integration involves the business process structure with the use of critical mass technology for integration of iiardware, software, communication, and security characteristics to bring together projects and tasks that require shared information. Each infrastructure element is integrated within a finn, its functional areas, subsidiaries, suppliers, and customers. The purpose of this paper is to ponder on the disparate issues emerging in the solutions and practices of enterprise- wide integration or resource planning.