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Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/25293
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dc.contributor.authorTeltumbde A.
dc.contributor.authorTripathy A.
dc.contributor.authorSahu A.K.
dc.date.accessioned2022-02-11T10:14:47Z-
dc.date.available2022-02-11T10:14:47Z-
dc.date.issued2002
dc.identifier.citationTeltumbde, A., Tripathy, A., & Sahu, A. K. (2002). Bharat Petroleum Corporation Limited (BPCL). Vikalpa, 27(3). https://doi.org/10.1177/0256090920020306
dc.identifier.issn2560909
dc.identifier.urihttps://www.doi.org/10.1177/0256090920020306
dc.identifier.urihttp://hdl.handle.net/11718/25293-
dc.description.abstractBharat Petroleum Corporation Limited (BPCL) embarked upon a major change initiative towards the end of 1996. It planned an enterprise-wide integration through Enterprise Resource Planning (ERP). The objectives were to remain competitive through improved customer service and customer satisfaction and to transform the company into a Learning Organization. The case highlights the process and challenges faced by BPCL in successfully implementing ERP (SAP R/3). The focus of the implementation process was on Change Management where significant change in technology led to a change in the work culture. � 2002, � 2002 SAGE Publications.
dc.language.isoen_US
dc.publisherSAGE Publications Ltd
dc.relation.ispartofVikalpa
dc.titleBharat Petroleum Corporation Limited (BPCL)
dc.typeArticle
dc.rights.licenseCC BY-NC, CC BY
dc.contributor.affiliationBharat Petroleum Corporation Limited, Mumbai, India
dc.contributor.affiliationIndian Institute of Management, Ahmedabad, India
dc.contributor.affiliationGandhi Institute of Management Studies, India
dc.contributor.institutionauthorTeltumbde, A., Bharat Petroleum Corporation Limited, Mumbai, India
dc.contributor.institutionauthorTripathy, A., Indian Institute of Management, Ahmedabad, India
dc.contributor.institutionauthorSahu, A.K., Gandhi Institute of Management Studies, India
dc.description.scopusid8436118000
dc.description.scopusid57195109449
dc.description.scopusid57195101218
dc.identifier.doi10.1177/0256090920020306
dc.identifier.endpage58
dc.identifier.startpage45
dc.identifier.issue3
dc.identifier.volume27
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