Table II Case study sub-units of... | Emerald Publishing

Table II

Case study sub-units of analysis

Variables	OCA-Amsterdam	OCB-Brussels	OCG-Geneva	OCBA-Barcelona	OCP-Paris
Culture towards achieving mission	Highly bureaucratic and quality focused culture. Focus on standardized processes that deliver efficient and effective operations throughout organization that missions will leverage	Initially less bureaucratic and quality focused culture. Transformed to have a considerable focus on standardized processes that deliver efficient and effective operations throughout organization	Supportive change culture. Seeks to improve operations' effectiveness and efficiency through standardized processes as a critical part of ERP implementation. Willing to invest heavily in process change towards long-term outcome	Modestly bureaucratic and quality focused culture. Seek to improve operations' effectiveness and efficiency but not willing to heavily invest in process change. Wants to ensure resources for mission. Lower risk strategy	Less bureaucratic and central operations focused. People culture. Focus on dynamism of operations and adaptability to humanitarian context. Non-technology driven. Mission oriented with local autonomy and flexibility
Process maturity and structure	Very structured and well-documented supply chain and finance processes. High maturity in terms of standardized and customized processes	Structured and well-documented supply chain and finance processes. High maturity in terms of standardized and customized processes	Moderate/low maturity in terms of standardized and customized existing processes. Looking to set up standard supply chain and finance processes	Structured finance processes and far less structured supply processes. Moderate/Low maturity in terms of standardized and customized processes	Less structured and formalized processes. Seek flexibility and adaptability, largely through people's proximate actions. Low maturity in terms of standardized processes
Buy versus make	Make ERP to fit to unique processes. No willingness to review and adapt business processes to standard ERP modules. Sought to customize ERP to their way of operating	Make ERP to fit to unique processes. Little willingness to review and adapt unique processes to standard ERP modules. Open in configuring some standard ERP modules	Willingness to review and adapt business processes to standard ERP modules. Customize system to best practices as observed in other OCs/ Open in configuring standard ERP modules	Buy standard ERP. High willingness to adapt business processes to standard ERP modules. Little interest in customizing software to unique business processes	Make ERP to fit to unique processes. No willingness to review and adapt processes to standard ERP modules. Little interest in building or buying, rather wanted to cobble through with what they have
Governance model and top management support	Strong top, middle and field management support providing resources and priority to ERP project	Strong top, middle and field management support providing resources and priority to ERP project	Strong top, middle and field management support providing resources and priority to ERP project	Low top, middle and field management support for UniField. Some support for commercial ERP solutions	Low top, middle and filed management support. Paris has other priorities. ERP has less support in terms of resources and allowed more local –field level autonomy to cobble solutions that fit the context
Technological change and risk propensity	Medium openness to take the risk of changing existing IT systems with an integrated ERP to achieve better organizational performance and competence as long as they conformed with their existing processes	Moderately high openness to take the risk of changing existing IT systems with an integrated ERP to achieve better organizational performance and competence as long as they conformed with their existing processes	High openness to take the risk of changing existing IT systems with an integrated ERP to achieve better organizational performance and competence	Low openness to take the risk of changing existing IT systems with an integrated ERP to achieve better organizational performance and competence. Low willingness to use the customized ERP that other operational centers use	Low openness to take the risk of changing existing IT systems with an integrated ERP to achieve better organizational performance and competence. Their moto is “if something works, for example Excel, why should we change it. Our mission is to save lives and not change IT systems”

Variables	OCA-Amsterdam	OCB-Brussels	OCG-Geneva	OCBA-Barcelona	OCP-Paris
Culture towards achieving mission	Highly bureaucratic and quality focused culture. Focus on standardized processes that deliver efficient and effective operations throughout organization that missions will leverage	Initially less bureaucratic and quality focused culture. Transformed to have a considerable focus on standardized processes that deliver efficient and effective operations throughout organization	Supportive change culture. Seeks to improve operations' effectiveness and efficiency through standardized processes as a critical part of ERP implementation. Willing to invest heavily in process change towards long-term outcome	Modestly bureaucratic and quality focused culture. Seek to improve operations' effectiveness and efficiency but not willing to heavily invest in process change. Wants to ensure resources for mission. Lower risk strategy	Less bureaucratic and central operations focused. People culture. Focus on dynamism of operations and adaptability to humanitarian context. Non-technology driven. Mission oriented with local autonomy and flexibility
Process maturity and structure	Very structured and well-documented supply chain and finance processes. High maturity in terms of standardized and customized processes	Structured and well-documented supply chain and finance processes. High maturity in terms of standardized and customized processes	Moderate/low maturity in terms of standardized and customized existing processes. Looking to set up standard supply chain and finance processes	Structured finance processes and far less structured supply processes. Moderate/Low maturity in terms of standardized and customized processes	Less structured and formalized processes. Seek flexibility and adaptability, largely through people's proximate actions. Low maturity in terms of standardized processes
Buy versus make	Make ERP to fit to unique processes. No willingness to review and adapt business processes to standard ERP modules. Sought to customize ERP to their way of operating	Make ERP to fit to unique processes. Little willingness to review and adapt unique processes to standard ERP modules. Open in configuring some standard ERP modules	Willingness to review and adapt business processes to standard ERP modules. Customize system to best practices as observed in other OCs/ Open in configuring standard ERP modules	Buy standard ERP. High willingness to adapt business processes to standard ERP modules. Little interest in customizing software to unique business processes	Make ERP to fit to unique processes. No willingness to review and adapt processes to standard ERP modules. Little interest in building or buying, rather wanted to cobble through with what they have
Governance model and top management support	Strong top, middle and field management support providing resources and priority to ERP project	Strong top, middle and field management support providing resources and priority to ERP project	Strong top, middle and field management support providing resources and priority to ERP project	Low top, middle and field management support for UniField. Some support for commercial ERP solutions	Low top, middle and filed management support. Paris has other priorities. ERP has less support in terms of resources and allowed more local –field level autonomy to cobble solutions that fit the context
Technological change and risk propensity	Medium openness to take the risk of changing existing IT systems with an integrated ERP to achieve better organizational performance and competence as long as they conformed with their existing processes	Moderately high openness to take the risk of changing existing IT systems with an integrated ERP to achieve better organizational performance and competence as long as they conformed with their existing processes	High openness to take the risk of changing existing IT systems with an integrated ERP to achieve better organizational performance and competence	Low openness to take the risk of changing existing IT systems with an integrated ERP to achieve better organizational performance and competence. Low willingness to use the customized ERP that other operational centers use	Low openness to take the risk of changing existing IT systems with an integrated ERP to achieve better organizational performance and competence. Their moto is “if something works, for example Excel, why should we change it. Our mission is to save lives and not change IT systems”