role-based will serve as the basis of the hypothesis testing and further phases of subsequent research. Second, the effects of role-based data, information and intelligence on an organizations' propensity to generate greater levels of collaboration through trust will be measured through attitudinal surveys of directors and vice presidents in the sampled companies. These surveys will seek to determine if the use of role-based data made the collaboration process more or less effective, and contributed or detracted from the levels of trust organizations are able to attain as a result.

Third, the use of role-based data as a means to more effectively manage external suppliers and channel partners will be assessed by comparing financial metrics of companies who have role-based ERP systems relative to those that do not. The propensity of role-based data to create learning ecosystems as has been shown by the TPS will also be assessed (Dyer, Nobeoka, 2000).

Fourth, the use of role-based data to increase the agility of an organization will be assessed through the use of market share analysis and frequency of new product introductions relative to industry norms. These two metrics of performance will illustrate how agile role-based vs. non-role-based ERP systems are on the ability of an organization to translate innovation into launched products over time. Comparing market share growth and product introduction performance relative to industry norms will also illustrate how well integrated complex cross-functional processes are in an organization. Product introductions require intensive internal coordination and the frequency and success of their implementation when compared between role-based and non-role-based systems will be a significant predictor of overall ERP systems effectiveness. Importance of Study

Traditional ERP systems have not differentiated the data, intelligence and information to the specific needs of users, often significantly reducing the value of these systems over time. The advent of role-based data, intelligence and information shows potential to increase the overall performance of organizations first at the value chain and secondly at the trust-based level. It is the intention of this dissertation to ascertain the value of role-based ERP systems on the performance of midtier companies globally.

Scope of Study

Encompassing midtier manufacturing companies who have legacy ERP systems in one sample and early adopters of role-based ERP systems in a second...

The scope of the study will also be in the U.S. To mitigate scheduling conflicts and increase response rate.
Research Methods

Using a series of databases from Harte Hanks and other list providers mid-tier manufacturing companies with ERP systems installed for over ten years will be in the first sample selected. Random sampling techniques will be used to minimize sampling error. The second audience for the survey will be companies who purchased ERP systems in the last twelve to eighteen months from a specific list of vendors who have role-based ERP systems in place. Sampling of respondents will also be random to minimize errors.

A survey will be created using Zoomerang or comparable online questionnaire application and e-mail addresses will be used to send an initial wave of surveys to each respondent base. Prior to the e-mails being sent a personal letter to the most senior contacts of the company will be sent. This initial letter will explain the scope of the study, its academic use and significance, and the confidentiality of the data. Data will be analyzing using SPSS and evaluated using a series of statistical analysis techniques and programs.

Conclusion

The intent of this study is to evaluate the effectiveness of role-based ERP systems relative to their previous-generation counterparts which have over time become less effective in keeping organizations agile. The variance analysis of the two research populations will also be the foundation of the analysis and also serve to validate or refute each research question which will be defined into hypothesis in the dissertation. Finally the effects of role-based ERP systems at increasing organizational performance and also increasing trust will be defined.

References

Jeffrey H. Dyer, & Kentaro Nobeoka. (2000). Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks, 21(3), 345-367.

DonHee Lee, Sang M. Lee, David L. Olson, & Soong Hwan Chung. (2010). The effect of organizational support on ERP implementation. Industrial Management + Data Systems, 110(2), 269-283.