Zeplin Jiwa Husada Tarigan


Change management system is influenced by the company management competency. because, management determines change through the workings procedures and organization structure. Management competency of companies has positive consequence to effectively project team. The management expertise has ability to decide the people who have talent in order to involve on the project. Project team was formed when a change management system in the form of project. Thus, effectiveness of the project team key user influence on improvement of company performance. Whereas based on a survey by distributing questionnaires and interviews of 42 SMEs (Small and Medium Enterprises) and analyzed with SEM (Structural Equation Modeling) it was found that a positive relationship management competency to change management system. On contrast, it has negative influence between management competence and effectively Project Team. Change management system also affect the effectively project team. Furthermore, enterprise performance was determined by change management system, while effectively project team had no effect at the company as a research object.


management competency; effectively project team; change management system

Full Text:



Baheshti, H.M., (2006), “What Manager Should Know About ERP/ERP II”, Management Research New Vol.29 No.4, pp. 184-193.

Bashein B., Markus, M., and Riley, P., (1994), “Precondition for BPR and how to Prevent Failures”, Information System Management, Spring, pp. 7-13.

Cooper, R., and Markus, M., (1995), “Human Reengineering”, Sloan Management Review, Summer, pp. 39-50.

Carr, D., and Johansson, (1995), “Best Practice in Reengineering: What Work and What Dosen’t in the Reengineering Process”, McGraw Hill, New York.

Dixon, J., Arnold, P., Heineke, J., Kim, J., and Mulligan, P., (1994), “Businees Process reengineering Improving in New strategic Directions”, California management review, Summer, pp. 93-108.

Gargeya, V.B., and Bardy, C., (2005), “Success and Failure Factors of Adopting SAP in ERP System Implementation”, Business Process Management Journal Vol. 11 No. 5, pp.501-516

Hagel, J., (1993), “Core Process Redesign: Keeping CPR on Track”, The Mckinsey Quartely, No.1, pp. 59-72.

Hammer, M., and Champy, J., (1993), “Reengineering the Corporation: a Manifesto for Businees Revolution”, Harper Businees, New York, NY.

Hammer, M., and Stanton, S., (1995), “The Reengineering Revolution”, HarperCollins, New York, NY.

Harrison, D., and Pratt, M., (1993), “A Methodology For Reengineering Revolution”, Planing Review March/April, pp. 6-11.

Holland, D. and Kumar, S., (1995), “Getting past the obstacles to successful reengineering”, Business Horizons, May/June, pp. 79-85.

Huang, Z., and Palvia, P., (2001),” ERP Implementation Issue in Advanced and Developing Countries”, Business Process Management Journal, Vol.7 No.3 pp.276-284.

Jackson, N., (1997), “Businees Process Reengineering “96”, Management Service, February, pp.34-36.

Janson, R., (1992), “How reengineering Transforms Organisations to Satisfy Customer”, National Productifity Review, winter, pp. 45-53.

Kettinger, W., Teng, J., and Guha, S., (1997), “King Businees Process Change: a Study of Metodologies Techniques and Tools”, MIS Quaterley, March pp. 55-80.

Kumar, V., Maheshwari, B., Kumar, U., (2003), ”ERP System Implementation : Best Practices in Government Organizations”, GovernmentInformation Quaterly 19 pp 147-172.

Mabert, V.A., Soni, A, Venkataramanan, M.A., (2001), “Enterprise Resources Planning: Common Myths Versus Evolving Reality”, Business Horizon/ May-June.

Mandal, P., and Gunasekaran, A., (2003) “Issues in Implementing ERP: A Case Study” European Journal of Operational Research 146 pp. 274-283.

Meredith and Mantel, (2004), “Project Management: A managerial Approach” Published by John Wiley & Sons, Inc

Nah, F., Lau, J., and Kuang, (2001), “ Critical Factor For Succsessful Implementation of Enterprise System”, Business Process Management Journal Vol. 7 No.3, pp. 285-297.

Rastogi, P., (1994),:Nature, Significance and Rationale of Businees Process Reengineering”, Productifity, Vol 35 No.3 October/December pp. 467-476.

Soja, P., (2006), “Succsess Factor in ERP Implementation: Lesson From Practice”, Journal of Enterprise Information Management Vol.19 No.6 pp.646-661.

Towers, S., (1994), “Business Process Re-engineering: a Practical Handbook for Executives, Stanley Thomas Ltd, Cheltenham.

Verville, J.C., and Halingten, A., (2002), “A Qualitative Study of the Influenching Factors on the Decision Prosess For Acquiring ERP Software”, Qualitative Market Research : An International Journal Vol.5, No.3 pp.188-198.

Wu, J.H. and Wang, Y.M., (2007), “measuring ERP Success: The key-users ”Viewpoint of the ERP to produce a Viable IS in the organization”, Computer Human Behavior 23 pp. 1582 – 1596

Zairi, M. and Sinclair, D., (1995), “Businees Process Re-engineering and Process Management: a survey of Current Practice and Future Trends in Integrated Management”, management decision, Vol. 33 No.3 pp. 3-16.



  • There are currently no refbacks.

Creative Commons License
Jurnal Teknobisnis by LPPM ITS is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Based on a work at


Flag Counter