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Ashok Leyland: IT in Transition

Ashok Leyland: IT in Transition

Priya Seetharaman, Ambreen Alam Sajjad
Copyright: © 2012 |Volume: 14 |Issue: 3 |Pages: 18
ISSN: 1548-7717|EISSN: 1548-7725|EISBN13: 9781466614918|DOI: 10.4018/jcit.2012070104
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MLA

Seetharaman, Priya, and Ambreen Alam Sajjad. "Ashok Leyland: IT in Transition." JCIT vol.14, no.3 2012: pp.57-74. http://doi.org/10.4018/jcit.2012070104

APA

Seetharaman, P. & Sajjad, A. A. (2012). Ashok Leyland: IT in Transition. Journal of Cases on Information Technology (JCIT), 14(3), 57-74. http://doi.org/10.4018/jcit.2012070104

Chicago

Seetharaman, Priya, and Ambreen Alam Sajjad. "Ashok Leyland: IT in Transition," Journal of Cases on Information Technology (JCIT) 14, no.3: 57-74. http://doi.org/10.4018/jcit.2012070104

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Abstract

An organization that has been traditionally known to have a strong in house information technology development team and has successfully managed a home grown ERP solution for over a decade faces a transition point. Ashok Leyland, a large leading Indian automobile manufacturer is faced with the dilemma of moving to a product based ERP platform or continuing with the homegrown ERP solution. The challenges with the homegrown ERP solution are evident to the GM, but the potential challenges of the product platform are not crystal clear. What path should he take?

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