Enterprise systems (ESs) necessitate a substantial investment for most organisations and maximising benefits from this investment is a critical issue. This research utilises an ES data transformation model from existing literature to investigate how ES data were transformed into knowledge by a hi-tech manufacturing firm from an ES implementation, and how this knowledge was used to provide benefits for the company. Findings indicate that the ES data transformation process was the result of making knowledge-leveraging actions at both operational and executive levels. At the operational level, the ES data supported day-to-day running of business functions to provide an infrastructure for actions. At the executive level, various tools and methods were used for transforming ES data into knowledge including the use of data warehouses and business intelligence modules that helped in extraction and manipulation of data, and reporting on particular data objects. Cascades of balanced scorecards were used for knowledge sharing and to assess progress for achieving goals. The organisation continues to establish analytical and knowledge-leveraging processes to optimise and realise business value from its ES investment.


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