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The purpose of this paper is to explore the concept of Cross-Functional Awareness (CFA) and to question how firm size influences the impact of ERP implementation strategies on CFA. Specifically, the paper questions whether size moderates the capability of the firm to achieve CFA.

The authors developed and empirically tested a conceptual framework using the partial least squares structural equation modeling approach. This study gathered data from a sample of 45 French SMEs and 55 French large firms.

The results show that ERP implementation strategies (flexibility, organizational vision, Business Process Re-Engineering, speed of implementation, and focus on core modules) have a direct positive relationship and, in large firms, an indirect relationship (via data quality improvement) with the emergence of CFA. The study also suggests that firm size moderates the resulting emergence of ERP-enabled CFA. The findings will help researchers understand the factors associated with ERP implementation and use that promote or inhibit successful use of ERP systems.

Similar to many published ERP surveys, the sample size is small. In addition, the authors examined CFA in the survey from the perspective of a single respondent per firm. Finally, there may be a cultural limitation linked to the respondents all being French firms.

The findings will promote a better understanding of the concept of CFA and its benefits amongst managers, leading to increased productivity and efficiency with ERP. In particular, they will help practitioners identify and manage the right factors during ERP implementations.

In the expanding world of Enterprise System research, this paper is significant in that it studies the effect of ERP implementation on CFA rather than investigating the factors affecting ERP implementation or the outcomes of ERP implementations. To the best of the knowledge, this is one of the few papers that theoretically articulates and empirically explores the concept of CFA, and tests the relationship between implementation strategy factors and CFA, including the moderating role of size in the context of ERP. The contribution shows that the firm size effect should be examined at the level of SMEs and larger firms separately, rather than at an overall level.

This paper seeks to offer a strategic and socio technical analysis of the productivity of telephone call centers from the perspective of Galbraith's organizational design theory.

The paper is based on a quantitative survey of 155 call center managers in France, which benefited from extensive preparation through ten case studies.

When focusing the analysis on call centers handling only inbound calls, five main factors: the profile of the telephone operators, division of labor, goals, reward system and the technology – including automated call distribution, computer telephony integration and e‐mail – are found to be important productivity enhancers

Perceptual measures when used are based on single items.

The findings confirm the paramount impact of human resources' profile on the efficiency of call centers. As expected, automated call distribution is above all a productivity tool and should be recommended to all call centers

Division of labor is important but, beyond a personal relationship with each customer, work in call centers has a collective component, which is best reflected by the efficiency of collective rewards.

The paper provides an evaluation method of call center productivity based on a first literature review on call centers from an IS perspective. It adapts Galbraith's organizational design theory and shows that for inbound call centers, which can be considered as a group of domains or set of tasks in Galbraith's organizational design theory, people, structure, goals assigned, rewards and IT all have an impact on productivity measured with the rate of efficiency.