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1
Hanafizadeh, Payam, Roya Gholami, Shabnam Dadbin, and Nicholas Standage. "The Core Critical Success Factors in Implementation of Enterprise Resource Planning Systems." International Journal of Enterprise Information Systems 6, no. 2 (2010): 82–111. http://dx.doi.org/10.4018/jeis.2010040105.
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The Implementation of Enterprise Resource Planning (ERP) systems require huge investments while ineffective implementations of such projects are commonly observed. A considerable number of these projects have been reported to fail or take longer than it was initially planned, while previous studies show that the aim of rapid implementation of such projects has not been successful and the failure of the fundamental goals in these projects have imposed huge amounts of costs on investors. Some of the major consequences are the reduction in demand for such products and the introduction of further skepticism to the managers and investors of ERP systems. In this regard, it is important to understand the factors determining success or failure of ERP implementation. The aim of this paper is to study the critical success factors (CSFs) in implementing ERP systems and to develop a conceptual model which can serve as a basis for ERP project managers. These critical success factors that are called “core critical success factors” are extracted from 62 published papers using the content analysis and the entropy method. The proposed conceptual model has been verified in the context of five multinational companies.
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Jamil, Muhammad Yousaf, and Rafia Qayyum. "ENTERPRISE RESOURCE PLANNING (ERP) IMPLEMENTATION IN PAKISTANI ENTERPRISES: CRITICAL SUCCESS FACTORS AND CHALLENGES." Journal of Management and Research 2, no. 2 (2019): 1–35. http://dx.doi.org/10.29145/jmr/22/0202004.
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ERP systems are the backbone of global supply chain, while their success and failure determines the fate of the business. With enormous competition and ever increasing challenges in boundless trading, the IT linkages and E-Business involve extensive customization. There are many researches on the implementation facilitators and barriers in all types of organizations throughout the world but limited literature can be found in work specific to Pakistan. This study brings out the critical factors that drive a successful ERP system in Pakistan and also discusses the pitfalls to be avoided in order to prevent a disaster. Through this study, the critical success factors and the main challenges for implementation of ERP in Pakistani organizations have been recognized. In this way, suggested to localize for ERP implementation in Pakistani organizations.
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Halim, Reema Mohammad Abdel, Mazen Arafeh, Ghaleb Sweis, and Rateb Sweis. "Critical Success Factors for Enterprise Resource Planning Systems from the Stakeholders’ Perspective: The Case of Jordan." Modern Applied Science 13, no. 1 (2018): 106. http://dx.doi.org/10.5539/mas.v13n1p106.
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This study is motivated by the high failure rate of enterprise resource planning (ERP). An analysis is conducted of the numerous studies that have attempted to explore factors that may lead to success in ERP. A descriptive, quantitative, and qualitative approach was used to examine the critical success factors (CSFs) and their effect on emerging ERP success in public and large private organizations in Jordan.
 
 The overall findings of this study indicate that the CSFs for ERP in the private sector are totally different from those in the public sector and that various stakeholders have different opinions regarding these factors.
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Nour, Mohamed A., and Samar Mouakket. "A Classification Framework of Critical Success Factors for ERP Systems Implementation." International Journal of Enterprise Information Systems 7, no. 1 (2011): 56–71. http://dx.doi.org/10.4018/jeis.2011010104.
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Although organizations can gain many benefits from successful implementation of an enterprise resource planning (ERP) system, there are high failure rates in ERP implementation projects. Therefore, a better understanding of ERP implementation success is a critical. One of the best known approaches used to define and measure ERP implementation success has been the critical success factors (CSF) approach. In this study, the authors investigate the current literature of critical success factors (CSFs) of ERP systems implementation and propose a new classification framework, categorized according to six proposed fundamental stakeholders. The authors then map those critical success factors to three different stages of an ERP project lifecycle. In addition, they identify several roles that each stakeholder may play during the ERP systems project lifecycle. The proposed classification framework provides organizations with a classification tool to help them identify the CSFs and those stakeholders who are most likely to have an impact on the implementation of the ERP system, which will help organizations to better plan for the implementation of their ERP systems.
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Winarno, Wahyu Agus. "KESUKSESAN DAN KEGAGALAN IMPLEMENTASI SISTEM ERP: APAKAH KESALAHAN PERANTI LUNAK?" JURNAL AKUNTANSI UNIVERSITAS JEMBER 8, no. 1 (2015): 36. http://dx.doi.org/10.19184/jauj.v8i1.1221.
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Enterprise Resource Planning (ERP) are information systems that destined for firm manufacturing and also service that gets role to integrate and automates business process that is engaged operation aspect, production, and distribution at firm. ERP systems is a packaged business software system that enables a company to manage the efficient and effective use of resources and providing a total integrated solution for the organization's information-processing needs. But, ERP systems success own is not easily to be reached, because ERP software is not something that while is assembled/ implementation gets to walk success by itself. In this article tries to identify critical success factors (CSFs) ERP implementation. There are 14 CSFs and 10 failure factors that shall be regarded in the ERP Implementation.
 
 Keywords: ERP; ERP Implementation; critical success factors.
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Offor, Patrick, and Simon Cleveland. "Ontological Analysis of An ERP Implementation Success and Education." International Journal of Smart Education and Urban Society 9, no. 3 (2018): 52–67. http://dx.doi.org/10.4018/ijseus.2018070105.
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Enterprise resource planning (ERP) implementations are plagued by high failure rates. Extant literature has proposed a myriad of critical success factors that contribute to successful ERP implementations, but there is still a gap in understanding the interaction of the complex internal subsystems that play a role in such successes. This study presents an ontological analysis of several subsystems and their interaction at the GCSS-Army ERP implementation. It leverages the system thinking theory and a novel analogous example to explain the interactions and properties of these subsystems.
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Ravnikar, Franc. "The Impact of Managers on Successful ERP Implementation." Organizacija 43, no. 4 (2010): 186–96. http://dx.doi.org/10.2478/v10051-010-0018-x.
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The Impact of Managers on Successful ERP ImplementationLately, Enterprise Resource Planning (ERP) has been implemented in public organizations and organizations without competition in the marketplace. It is the ERP system that is almost as badly needed for the competitiveness and success of those organizations in the marketplace. The main reason lies in the fact that operating costs have to be reduced and the optimization of business processes is an option which nowadays is normally implemented together with new ERP. The success rate of ERP implementation remains very low with up to a 90% failure rate, as it is quoted in a lot of researches. Critical success factors (CSF) which influence successful ERP implementation are identical in all organizations. The main goal of this research is to find out the managers' impact on the critical success factors and thus their impact on the successful ERP implementation. Top management support is the most important critical success factor for successful ERP implementation, regardless of the fact whether the organization is on the market or not.
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Motiei, Malihe, Nor Hidayati Zakaria, Davide Aloini, and Mohammad Akbarpour Sekeh. "Developing Instruments for Enterprise Resources Planning (ERP) Post-Implementation Failure Model." International Journal of Enterprise Information Systems 11, no. 3 (2015): 68–83. http://dx.doi.org/10.4018/ijeis.2015070105.
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Implementing Enterprise Resource Planning (ERP) projects in many organizations are faced with failure concept in recent years. Researchers focused to implement ERP projects successfully by proposing the success model. However, through these attentions to get ERP benefits, the ERP failure measurement model is required. Therefore, the aim of this study is to develop the instruments for ERP post-implementation failure measurement model. To achieve this outcome, the study firstly evaluates the suitability of Technology-Organization-Environment framework for the proposed conceptual model. Constructs were used for this model included two formative and six reflective constructs. A questionnaire was developed to test the validity and reliability of instrument items. A survey was conducted among Iranian industries to collect data and data analyzed by Smart PLS software. The results indicated that all instruments items included 37 critical risk factors (CRFs) as measurement were acceptable for the ERP post-implementation failure model.
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Hajj, Wissam EL, and Ali serhan. "Study on the Factors that Determine the Success of ERP Implementation." Proceedings of the International Conference on Business Excellence 13, no. 1 (2019): 298–312. http://dx.doi.org/10.2478/picbe-2019-0027.
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Abstract The world boundaries are broken with the advancement of technology and the emergence of digitized industries where economies are connected via the cloud. As a result, effective management of information internally and externally is needed to cope with the quick changes in markets. For a long time, Enterprise Resource Planning (ERP) systems have been used to streamline company processes data, and hierarchy. ERP’s are capable of managing big data, integrating business processes and providing effective communication channels within the entire organization. ERP’s provide many benefits to businesses if implemented right. However, an alarming 70% of ERP implementations fail. The failure can very well bankrupt the organization and at the same time affect the vendors very negatively. The aim of this paper is to discuss the critical success factors in ERP implementations from the employees, management, consultants and vendors perspectives. Prior research has identified critical success factors for ERP implementations but none classified them according to the above perspectives (employees, management, consultants and vendors). Surveys were conducted with 60 ERP project participants including senior managers, employees and vendors. A regression analysis was made to investigate the relation between the success of ERP implementations (dependent variable) and the contributions of employees, management, consultants and vendors (independent variables). The study shows that there exists a positive relation between successful ERP implementation and the following: management support, employees’ motivation, training, management, vision, and professional consultants. Add to that, the study aids managers and ERP participants to identify the major success factors that must be implemented for the objective of having successful ERP deployment.
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Garg, Poonam, and Reema Khurana. "Applying structural equation model to study the critical risks in ERP implementation in Indian retail." Benchmarking: An International Journal 24, no. 1 (2017): 143–62. http://dx.doi.org/10.1108/bij-12-2015-0122.
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Purpose In order to reduce the high failure rate of enterprise resource planning system (ERP) projects in Indian retail, project managers need to analyze and understand the impact of risk factor on ERP implementation. The purpose of this paper is to identify the key risk factors solely or primarily for the Indian retail sector. Furthermore, this study also analyzes the impact of risk factors in ERP implementation using the structural equation model (SEM) approach. “User risk,” “project management risk,” “technological risk,” “team risk,” “organizational risk,” and “project performance risk” are the examined factors. Design/methodology/approach A theoretical model is created that explains the risk factors which may impact the success of ERP implementation. Hypotheses were also developed to evaluate the interrelationship between risk factors and success of ERP implementation. Empirical data are collected through survey questionnaire from practitioners such as project sponsors, project managers, implementation consultants, and team members who are involved in ERP implementation in the retail sector to test the theoretical model. Findings Using the SEM, it is found that 40 percent of the variations in ERP implementation success can be explained with the help of the model suggested in the research study. The results of the study has empirically verified that “user risk,” “project management risk,” “technological risk,” “team risk,” “organizational risk,” and “project performance risk” factors are positively impacting ERP implementation success. All six hypotheses were supported by the results of the study. Research limitations/implications The findings from this paper can provide greater understanding of ERP implementations. Researchers, practicing managers, and those seeking to implement ERP in retail organization can also use the findings of this study as a vehicle for improving ERP implementation success in the retail sector. Originality/value The study integrates the impact of risk factor on ERP implementation. Very few studies have been performed to investigate and understand this issue. Therefore, the research can make a useful contribution.
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Ravasan, Ahad Zare, and Taha Mansouri. "A FCM-Based Dynamic Modeling of ERP Implementation Critical Failure Factors." International Journal of Enterprise Information Systems 10, no. 1 (2014): 32–52. http://dx.doi.org/10.4018/ijeis.2014010103.
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Implementation of Enterprise Resource Planning systems (ERPs) is a complex and costly process which usually results in serious failures. Numerous factors affect these projects implementation due to their size, complexity and high chance of failure. Therefore, identifying these factors in ERP projects is a critical issue. The majority of previous studies and research projects have been conducted in identifying ERP Critical Success Factors (CSFs) rather than Critical Failure Factors (CFFs). In order to help practitioners, this paper studies the CFFs in this kind of projects. Unfortunately, the implications of interdependency among failure factors are usually underestimated by project managers and decision makers since they are difficult to model and analyze. With this in mind, the authors have built Fuzzy Cognitive Maps (FCMs) of failure factors in ERP implementation projects. The main advantage of FCM lies in them being capable of modeling complex phenomena based on the experts' perceptions. This tool models uncertainty and related events, imitating human reasoning. Moreover, FCMs enable the developing of forecasting exercises through simulations. Practitioners would thus assess the joint influence of ERP implementation failure factors on project outcomes. The results make known to practitioners which problems will arise if the failure factors are not treated, and how these will impact on the outcomes of projects. Therefore, the tool proposed would help them to manage ERP implementation projects in a more effective and proactive way.
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Jagoda, Kalinga, and Premaratne Samaranayake. "An integrated framework for ERP system implementation." International Journal of Accounting & Information Management 25, no. 1 (2017): 91–109. http://dx.doi.org/10.1108/ijaim-04-2016-0038.
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Purpose The purpose of this paper is to propose an alternative integrated approach based on the stage-gate method to implement enterprise resource planning (ERP) systems which will enhance the effectiveness of ERP projects. Design/methodology/approach A literature review was conducted on ERP system implementation and its effectiveness. The need for improving implementation approaches and methodologies was examined. Based on the insights gained, a conceptual framework for ERP system implementation is presented by combining the state-gate approach with the pre-implementation roadmap. Findings The proposed framework aims to enhance the overall ERP implementation outcomes, ensuring critical success factors and eliminating common causes of failures. A pre-implementation roadmap is identified as a key element for eliminating many causes of failure including lack of organisations’ readiness for ERP. The post-implementation stage can be used for further improvements to the system through internal research and development. Research limitations/implications The development of the framework is an attempt to contribute to improving ERP implementation. This research is expected to motivate researchers to work in this area, and it will be beneficial to practicing managers in the identification of opportunities for improvements in ERP systems. Case studies will be valuable to refine and validate the proposed model. Originality/value This paper explores research in a needy area and offers a framework to help researchers and practitioners in improving ERP implementation. This framework is expected to reduce the implementation project duration, strengthen critical success factors and minimise common problems of ERP implementation projects.
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Elkhani, Naeimeh, Sheida Soltani, and Mohammad Nazir Ahmad. "The effects of transformational leadership and ERP system self-efficacy on ERP system usage." Journal of Enterprise Information Management 27, no. 6 (2014): 759–85. http://dx.doi.org/10.1108/jeim-06-2013-0031.
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Purpose – During the past decade, there has been vast investment in Enterprise Resource Planning (ERP) system packages, in addition to a significant increase in the importance of acceptance by users of the ERP system regarding the success or failure of ERP implementation. The purpose of this paper is to identify the external factors which influence ERP system acceptance. The work is motivated by the realization that transformational leadership (TL) and ERP system self-efficacy are critical external factors that can affect ERP system acceptance. Design/methodology/approach – A framework has been developed from a study of literature in the field of TL, ERP system self-efficacy and the technology acceptance model (TAM). A survey utilizing a questionnaire was used to collect data and a total of 151 usable responses were analyzed by using the partial least squares method. Findings – The results of the study indicate that TL can either directly or indirectly influence perceived usefulness via the assimilation of self-efficacy in a positive manner. Also, TL has been found to have a positive influence on perceived ease of use both directly and indirectly via application of self-efficacy measures. Research limitations/implications – The findings were drawn from two Iranian companies, hence the results are not necessarily generalizable to other nations and other cultures. Practical implications – Management should provide TL development programs for their ERP leaders and encourage them to implement transformation in a manner that could increase assimilation and application of self-efficacy when using the ERP system. Originality/value – The study can provide ERP managers with a better understanding of how they can use TL behavior and skills in motivating and enhancing employees’ self-efficacy in order to achieve ERP system usage success.
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Peng, Guo Chao, and Miguel Nunes. "Establishing an evidence-based 9D evaluation approach for ERP post-implementation." Industrial Management & Data Systems 117, no. 2 (2017): 398–424. http://dx.doi.org/10.1108/imds-03-2016-0087.
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Purpose The purpose of this paper is to propose a systematic and customisable framework, titled the 9D approach, aiming to evaluate the enterprise resource planning (ERP) systems as well as to identify potential socio-technical problems, misfits and deficiencies that can cause ERP failure during the system post-implementation phase. Design/methodology/approach The proposed 9D ERP evaluation framework includes nine dimensions and 85 evaluation criteria. This theoretical framework is then used in a six-step evaluation process based on a mixed-methods design. A case study involving a large-size private company in China was used as an exemplification to illustrate how the proposed 9D approach can be applied in practices. Findings The findings of the study clearly demonstrated that after the ERP “go-live” point, companies still experience many challenges and problems in the post-implementation phase. These problems can be located in very diverse organisational, systemic and personnel aspects of the company, as well as across different functional areas and organisational levels. The proposed 9D approach was demonstrated to be an efficient and systematic tool to investigate and explore such ERP problems in an in-depth level within the organisational context. Research limitations/implications This study contributes to the theory of IS evaluation in general, and provides valuable insights into the ERP post-implementation evaluation in particular. Practical implications The proposed ERP evaluation approach forms a sound base for continuous ERP improvement and contributes to sustain seamless alignment between ERP and its organisational context. The customisable feature of the framework offers flexibility and enables its use by companies of all sizes, any sector, and any country. Originality/value To the best of the researchers’ knowledge, this is the most extensive and comprehensive framework for the post-evaluation of ERPs proposed hitherto. The need for this new framework was grounded on the argumentation of the drawbacks of existing ERP measurement and evaluation studies that simply focus on success rather than the more critical failure factors.
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"Evaluating Critical Success Factors of ERP Implementation in SMEs." International Journal of Recent Technology and Engineering 8, no. 2 (2019): 1144–49. http://dx.doi.org/10.35940/ijrte.b1716.078219.
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This paper is aimed at reviewing present state of the art (1998-March 2019) on the impact of Enterprise Resource Planning (ERP) implementation in Small and Medium Enterprises (SMEs). It includes critical success factors and critical failure factors.The technique depends on writing survey for optional information gathering. It characterizes the expressions that are utilized to get explore papers from databases and advanced studies on the ERP implementation in SMEs. It additionally incorporates the consideration and prohibition criteria to improve nature of papers. At that point methodical audit is made on the accessible papers to research the effect of ERP usage in SMEs.Critical factors are identified for success and failure of ERP implementations and actual impact of the same on SMEs (add actual success and failure factors here besides impact). The research found in this paper has limitations in terms of the period of which research papers have been reviewed. An implicit limitation is that it does not consider an empirical study except focusing on the state of the art found in the research area. However, its insights will have potential benefits and the directions for future work helps in further scope of the research. This paper contributes to the research on the impact of ERP implementation on SMEs either positively or negatively. It discovers critical success factors, critical failure factors and impact through secondary data collection method. The insights will help SMEs and stakeholders of SMEs and ERP service providers to know the reasons for failure or success and take necessary course of action.