The role of enterprise systems in organisational agility The highly competitive and turbulent business environment is forcing organisations not only to flexibly adapt to changes when they occur, but also to proactively predict the changes before they impact business operations. Organisational agility (OA) refers to an organisation’s ability to compete and thrive in an unstable business environment by quickly detecting and seizing opportunities and tackling threats. OA is increasingly recognised as both critical to business success and growing in importance. A number of previous researchers have investigated the factors, processes, strategies, and structures that contribute to OA. Of these areas, the role of information systems (IS) in general and enterprise systems (ES) such as enterprise resource planning (ERP), customer relationship management (CRM) and supply chain management (SCM) in particular are of interest to this thesis. Contemporary organisations depend on their ES, cannot survive or grow without ES support, and are investing to build their ES infrastructure to improve performance. Despite

Abstract-This paper reports on a study highlighting on the effective usage of Enterprise Resource Planning (ERP) systems, with aspecial focus on Higher Education Institutions (HEIs). ERP system has been one of the most widespread business management software, providing benefits of real-time functions and continuous communication for business in large organizations. Moreover, implementing ERP has an effect on the whole organization such as process, people, and culture. Using Resource-Based View (RBV) theory to describe firm's integrated resources, firm's capabilities and therefore firm's core competencies that ultimately become the source of competitive. RBV is used to analyze the business value of IT in along with the ability to align business processes through organizational strategy. This paper aims to focus on the benefits gained for Higher Education Institutions from implementing ERP and therefore, gaining a competitive advantage. This can encourage other HEIs to adopt ERP system as a tool to achieve a Competitive Advantage, especially in Egypt.

In this paper we report a case study on how firms realize the business value of CRM by developing CRM-enabled ambidexterity to simultaneously pursue stability and develop adaptability. Results show that as the focal firm used CRM as a platform for standardizing operations and building routines, the top management team (TMT) and the operation team worked together to reflexively monitor the status of CRM-enabled capabilities and the usage of CRM. Such reflexive monitoring led to proactive changes in CRM and CRM usage in response to market changes and market needs, ensuring adaptability. In this way CRM enabled organizational ambidexterity through mechanisms of capabilities building and reflexive monitoring. By examining the previously unexplored relationship between CRM use and organizational ambidexterity, this study contributes to literature in both ambidexterity and CRM business value.