Relevant bibliographies by topics / ERP implementation

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'ERP implementation'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 March 2023

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Journal articles on the topic "ERP implementation"

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Amoako‐Gyampah, Kwasi. "ERP implementation factors." Business Process Management Journal 10, no. 2 (April 2004): 171–83. http://dx.doi.org/10.1108/14637150410530244.

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Alsharari, Nizar Mohammad, Mohammad Al-Shboul, and Salem Alteneiji. "Implementation of cloud ERP in the SME: evidence from UAE." Journal of Small Business and Enterprise Development 27, no. 2 (March 19, 2020): 299–327. http://dx.doi.org/10.1108/jsbed-01-2019-0007.

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PurposeThis study aims to explain the implementation of Cloud enterprise resource planning (ERP) system and underlying factors and challenges that might be practiced by the users. It also provides a comparison between traditional and Cloud ERP systems.Design/methodology/approachThe study uses qualitative case study and analyzes the primary evidences from in-depth interviews. It conducts a thematic analysis of the interviews' findings. Furthermore, the current study uses three groups of factors (technological, management and environmental) that are expected to be best determinants of the Cloud ERP implementation.FindingsThe findings provide an evidence that using the Cloud EPR system, as alternative to on premise traditional ERP system, is constructive to the success of organizations and improve the quality of their decision-making process. The findings also reveal that effectiveness of implementing Cloud ERP is reliable on the provider's professionalism; hence resulting in issues related to minimize organizational independence.Research limitations/implicationsThis paper is subjected to case studies limitations, as it lacks rigor and generalization. The paper has important implications for practitioners and decision-makers alike as it presents real-life example about Cloud ERP implementation. It thus enhances decision-makers' ability to make a relevant reporting process in the small and medium enterprises (SMEs).Originality/valueThis study can be considered as a one of very few case studies that discusses Cloud ERP implementation in UAE organizations particularly SMEs. It also provides three groups of factors (technological, management and environmental) that are influenced by the Cloud ERP implementation.
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Dezdar, Shahin. "ERP Implementation Projects in Asian Countries." International Journal of Information Technology Project Management 8, no. 3 (July 2017): 52–68. http://dx.doi.org/10.4018/ijitpm.2017070104.

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This research studies critical success factors that influence the ERP implementation project in a Middle-Eastern country, namely Iran and compares the results with findings in a country in East Asia, namely China. A survey questionnaire was distributed to Iranian organizations with ERP systems. A total of 384 responses were collected and analysed using the Structural Equation Modelling. Findings are then compared, with the enterprises of China, to check for the similarities & differences. The outcomes showed that ERP implementation success in Iran is influenced by Top Management Support, Project Management Program, Organizational Culture, User Education & Training, ERP User Involvement, ERP User Characteristics, ERP Software Suitability, ERP Information Quality, ERP System Quality, ERP Vendor Quality. The central aim of the current research is to understand the most significant factors of ERP project success that help adopting companies to realize the benefits of ERP implementation.
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Al-Hinai, Hamed Salim, Helen M. Edwards, and Lynne Humphries. "The Changing Importance of Critical Success Factors During ERP Implementation." International Journal of Enterprise Information Systems 9, no. 3 (July 2013): 1–21. http://dx.doi.org/10.4018/jeis.2013070101.

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This study examines empirical evidence from a survey conducted in Omani organizations to determine whether the importance of individual CSFs varies across the ERP implementation life-cycle. The CSFs included in the survey were derived from a structured review of literature. Purposive sampling was used to select ERP stakeholders who had both experience and knowledge of ERP implementations. The survey data are analyzed and used to evaluate four hypotheses: Individual CSFs vary in importance across the ERP implementation life-cycle; The number of CSFs that are important increases across the ERP implementation life-cycle; Categories of CSFs vary in importance across the ERP implementation life-cycle; Technical CSFs are of less importance than other CSFs for successful ERP implementation. The data support the first three, but the fourth is rejected.
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Parr, Anne, and Graeme Shanks. "A model of ERP project implementation." Journal of Information Technology 15, no. 4 (December 2000): 289–303. http://dx.doi.org/10.1177/026839620001500405.

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Problems with the implementation of ERP systems are well documented. Although companies spend millions on ERP packages and the implementation process, there is extensive evidence that they experience considerable problems, particularly during the actual implementation project. This paper presents a project phase model (PPM) of ERP implementation projects that is a synthesis of existing ERP implementation process models and focuses on the implementation project. Two case studies of ERP implementation within the same organization, one unsuccessful and a later successful one, are reported and analysed in order to determine which critical success factors (CSFs) are necessary within each phase of the PPM. The CSFs are drawn from an earlier stage of this research and from recent literature. The PPM is used as a ‘lens’ for understanding ERP implementation projects, by highlighting the differences between the two cases. We then offer an explanation for these differences, focusing particularly on the successful case. Firstly, the organizational learning that occurred during the unsuccessful project and the associated early appointment of an experienced ‘champion’ with clearly defined responsibilities were critical to the successful project. Secondly, organizations implementing ERP systems should partition large projects into several smaller, simpler projects identified here as ‘vanilla’ implementations. The PPM, together with associated CSFs, provides guidance for practitioners when planning ERP implementation projects and also provides researchers with a foundation for further empirical research.
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Anjum, Muhammad Jamil. "Users Satisfaction and ERP Implementation Success." Information Management and Business Review 3, no. 5 (November 15, 2011): 265–72. http://dx.doi.org/10.22610/imbr.v3i5.943.

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An Enterprise Resource Planning (ERP) system encompasses the mechanisms and inklings conducted for the solidified management of enterprise as all-inclusive from the discernment of consequential exertion of management expedients to embellish the expedience of the business. Several organizations have implemented ERP system but none of them has claims the desire results. User satisfaction is considered as central indicators of ERP project success. This study was conducted in Pakistani industry with the purpose to indentify and ensure potential success factors of ERP implementation. On the bases of extensive theoretical underpinning, measurement constructs of success factors of ERP implementation were identified. Survey instrument was developed from those success factors. Total three hundred and fifty questionnaires were distributed randomly to ERP users working in Telecom, engineering, Oil and Gas and Government sector. Out of distributed questionnaires two hundred and twenty eight (N=228) questionnaires were retrieved back. The responses were systematically entered, cleaned, and screened in statistical package for social science (SPPS). The core statistical techniques used in this study are regression and correlation analysis. The study finds that user satisfactions have positive and significance relationship with perceived usefulness of ERP system, Perceived ease of use of ERP, Internal support and compatibility of ERP system whereas as results demonstrability of ERP system is found to insignificantly related to ERP user satisfaction. The study further investigates that perceived usefulness, perceived ease of use, internal support, and compatibility of ERP system is perceived as important factors for ERP success. The findings suggests that all those interested in better business results and reliable business solutions should consider proper procedure review of software capabilities with confined focus on results demonstrability before embarking on ERP system implementation.
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Romm Livermore, Celia, and Pierluigi Rippa. "ERP Implementation Across Cultures." International Journal of E-Politics 2, no. 4 (October 2011): 16–28. http://dx.doi.org/10.4018/jep.2011100102.

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Implementing an ERP project is a political process. This paper starts with a literature review of organizational politics and its implications to the implementation of ERP systems. The Political Strategies Framework which categorizes different ePolitics strategies in the cases is introduced. The framework is applied in the later sections of the paper to case study data from two companies, one in the US and one in Italy, that both implemented a SAP Enterprise Planning Systems (ERP) with very different outcomes. The discussion highlights the political dynamics in each case and the way in which the framework can help us understand these differences. The conclusion section discusses the differences between the political dynamics in each case and the implications from the findings to broader issues of research on ERP implementation and politics.
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Kim, Jongkyum, Andreas I. Nicolaou, and Miklos A. Vasarhelyi. "The Impact of Enterprise Resource Planning (ERP) Systems on the Audit Report Lag." Journal of Emerging Technologies in Accounting 10, no. 1 (December 1, 2013): 63–88. http://dx.doi.org/10.2308/jeta-50712.

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ABSTRACT Prior research has shown that the implementation of ERP systems can significantly affect a firm's business operations and processes. However, scant research has been conducted on the relationship between ERP implementation and the timeliness of external audits, such as audit report lags. While some of the alleged benefits of ERP are closely related to removing impediments contributing to audit report lags, others argue that the complex mechanisms of ERP systems create greater complexity for control and audit. In this paper, we examine the relationship between ERP implementations and audit report lags. The test results indicate that overall, a firm's ERP implementation is negatively associated with audit report lag. However, this negative association is significant only at the fourth and fifth years after initial ERP implementation. These results imply that the use of ERP systems by client firms may help decrease the audit report lag, but it takes time for the full impact of the firms' accounting systems to be realized.
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Findik, Seyda, Ali Kusakci, Fehim Findik, and Sumeyye Kusakci. "Selection and Implementation of ERP Systems: A Comparison of SAP implementation between BIH and Turkey." South East European Journal of Economics and Business 7, no. 1 (April 1, 2012): 19–28. http://dx.doi.org/10.2478/v10033-012-0002-x.

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Selection and Implementation of ERP Systems: A Comparison of SAP implementation between BIH and Turkey In this research, the selection and implementation of ERP Systems will be discussed. The ERP concept, the selection process, and the importance of selecting a certain ERP solution for the companies will also be dealt with. However, implementation of ERP software brings not only benefits, but also incurs costs. After the literature review of ERP implementation strategies, a survey is reviewed that was conducted among several large and mid-size companies that adopted SAP, one of the major ERP solutions, in their businesses in Bosnia and Herzegovina and Turkey. The focus of the survey will be on different aspects of SAP implementation, such as struggles that have been faced during its implementation and its benefits following implementation. In the final section, a comparison is made between Turkish and Bosnian companies. While the study indicates some differences in implementation strategies and major benefits, similarities between the two countries are more pronounced.
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Peci, Matus, and Pavel Važan. "The Biggest Critical Failure Factors in ERP Implementation." Applied Mechanics and Materials 519-520 (February 2014): 1478–82. http://dx.doi.org/10.4028/www.scientific.net/amm.519-520.1478.

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This paper examines ERP implementation and its critical failure factors in ERP implementation. We focused on the five famous ERP implementation based on which we identified the most common issues during ERP implementation. The main part deals with poor planning and its impact on ERP implementation and provides different views and recommendation to avoid failure in ERP implementation.
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Dissertations / Theses on the topic "ERP implementation"

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Sobyanina, Elena, and Ilona Mockutė. "ERP post-implementation: risk assessment." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-12844.

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The purpose of this Thesis was to create a framework of 11 risk factors, investigate which of them are the most critical for the company and to find relationships between them Research questions  What continuing risks will the company experience after ERP implementation? What relationships and measures can be constructed to better understand and manage risk factors of post-implementation? Some years ago ERP was a novelty in doing business, but nowadays companies have advanced from the implementation to the exploitation phase.  Discussions about ERP post-implementation have just started to appear and many researchers see it as a second wave of ERP research. Undesirable risks in post-implementation stage of ERP can affect not just ERP area, they can lead to a total business failure. ERP post-implementation is a very important topic that requires attention, because understanding potential risk factors and their dependence on each other can facilitate managing process and help to avoid negative consequences. Knowledge of the risks can help to bring forth better practices that are consistent with a company’s internal context.
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Andersson, Mari-Louise. "Securing an ERP Implementation." Thesis, Växjö University, School of Mathematics and Systems Engineering, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-1882.

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An implementation project of an ERP system results in large changes. Organizations

that face an ERP implementation project have several risks to

consider in order to avoid problems that cause failures. The purpose of

this research is to extend existing models and create a method for implementation

of ERP systems. The method has then been employed to an

ongoing project at the department of Procurement and Supply at Ericsson

Mobile Platforms in Lund. Objectives for the research are to consider

which implementation strategy can be used and how an organization can

minimize risks.

The research approach and methodology is influenced by the qualitative

research method since it was necessary to gather qualitative facts instead

of quantitative facts. Included is also a case study due to the research is

executed within Ericsson Mobile Platforms in Lund.

There are two main opposite implementation strategies, Big Bang and

Step-by-Step. The choice of implementation strategy depends on number

of factors like the size of the organizations, complexity and resources.

A method of ERP implementation has been put forward as a result of the

integrated models. The method includes an overall model and a check list.

Risk identification is a problem that many implementation project faces, a

way to solve this is to make a careful risk analysis, a risk matirx with several

identified risks are putted forward throughout this study.

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Alouah, Amine, and Eric Smith. "The Influence of ERP Simulations on ERP Systems Implementation." Thesis, Jönköping University, JIBS, Business Informatics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-13319.

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Companies are always trying to enhance their functioning to achieve a competitive advantage in a given market. Some of the tools that are used to improve organizational functioning include ERP systems. In fact, ERP systems are becoming very popular among firms, to the point where they are considered by some as an ailing business savior. Nevertheless, despite the attractive functions that an ERP system may display to an interested company, implementing such a system successfully is a task that is far from being easy. Several problems may arise in the implementation phase, and a failure to address them correctly can have terrible consequences on the general functioning of a firm. Two of the main factors that contribute to a failed ERP system implementation are training and resistance to change. A tool that may actually help with the ERP system implementation failure is ERP simulation.

The main purpose of this thesis is to study the potential effect that ERP simulations can have on a potential ERP system user skills and knowledge, and thereafter find the potential impact that they may have while being used during an ERP implementation to facilitate training and reduce resistance to change.

The tools that were used to successfully accomplish this research were a personal interview with an ERP simulation expert, a detailed survey with ERP simulation participants, and various information that were collected from books, articles, reports and websites.

This thesis main results show that ERP simulations can enable ERP users to improve their knowledge of ERP systems effectively, and also have potential to contribute during the implementation phase by reducing the possible problems that may arise from the training and the resistance to    change perspectives.

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Bayir, Arzu, and Bhavya Shetty. "EVALUATING THE IMPORTANCE OF A STRUCTURED METHODOLOGY BY MANAGEMENT OF CRITICAL RISK/FAILURE FACTORS IN ERP IMPLEMENTATION." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-13179.

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Studies in recent years have revealed the challenges involved in deploying ERP solutions due to its complexity. Before attempting to implement ERP systems, it is essential to study various aspects such as project management, training, and change management in detail to manage the associated risks. When an ERP project is undertaken with insufficient planning, it may result in failure to integrate business processes and in substantial financial loss. Research has been pursued to identify critical risk/failure factors that may arise during implementation and the measures that should be taken to manage them. However, there is lack of research in identifying the management of critical risk/failure factor using a structured methodology. This raises a question of ‘can a structured methodology identify and manage critical risk/failure factors and support deploying ERP solutions with a better quality?’ A study of Microsoft Sure Step Methodology is performed to identify critical risk/failure factors that frequently occur during ERP implementation. These factors are derived from 8 articles. On determining critical risk/failure factors, we investigated if Sure Step methodology likely contains procedures that approach these factors.
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Fang, Li, and Sylvia Patrecia. "Critical Success Factors in ERP Implementation." Thesis, Jönköping University, JIBS, Business Informatics, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-219.

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ERP systems link together an organization’s strategy, structure, and business processes with the IT system. The different way of handling the process of ERP implementation brings about many success and failure stories. By doing research on 1) what are the critical success factors in the implementation of ERP 2) why are these factors critical 3) what is the criticality degree of each factor 4) how important are these factors for customers, consultants, and vendors, the report aims to to identify the critical success factors in ERP implementation and understand the criticality degree of each factor from the perspectives of three parties (companies, consultants & vendors).

The research is proceeded with combined methods of qualitative and quantitative. The qualitative method for the interviews was chosen in order to get the information in depth. A semi-structured interview helps to provide some basic questions as guideline.

Furthermore, the quantitative approach contributes to manipulating the data for a more comprehensive analysis of empirical findings. This report states 11 CSFs (Critical Success Factors) from three points of view: strategic, tactical, and cultural. They are: Top management support and ERP strategy, Business Process Reengineering, Project team & change management, Retain the experienced employee, Consultant and vendor support, Monitoring and evaluation of performance, Problems anticipation (troubleshooting, bugs, etc.), Organizational culture, Effective communication, and Cultural diversity. By testing the perceived CSFs in six respondents (VSM Group, Scania, Sogeti, SYSteam, Oracle, and SAP), this report puts the 11 factors into three overall ranks (most critical, medium critical, and less critical), gains 3 other new critical factors (testing, business model, and client’s resources), and clarifies the diverse opinions about CSFs from customers/companies, consultants, and vendors. The most critical factors are Top management support, BPR, Project team & change management, and Effective communication. The medium critical factors go to ERP strategy, Consultant and vendor support, and Organizational culture. And the remaining 4 factors belong to less critical category.

For the differences, their agreement comes into the 4 most critical factors. In monitoring and evaluation of performance they agree on its less criticality. All customers, consultants and vendors have quite different opinions about the remaining 6 factors.

Reviewing the research questions, this report has fulfilled the main objectives and purpose. With better understanding of the comprehensive identification of CSFs and criticality rank of each factor, management will be able to judge and allocate essential resources that are required to bring ERP implementation into success.

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Swaminathan, Selvakumar. "Critical Success Factors of ERP Implementation." University of Toledo / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=toledo1302248857.

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Bašus, Martin. "Model postimplementačního chování uživatelů ERP systému." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-72726.

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The master thesis deals with ERP implementation projects, especially in context of post-implementation phase. It examines the impact of user behavior on the realized benefits of the newly established information system. Important point of the thesis is the acceptance of the system by users and their resistance to change. Significant causal relationships with the potential to influence successfull ERP implementation are described. By using system dynamics approach the model is created and simulations are then carried out. Subsequently, the results are presented and analyzed.
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Rashidzadeh, Azar Soran, and Muhammad Irfan Chaudhry. "ERP implementation - Seeing through a lens : A comparative literature review regarding the factors that influence a successful ERP system implementation." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-10074.

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Purpose: The purpose of this thesis is to describe and analyse the factors that contribute to the successful ERP system implementation, the stakeholders of ERP system and how these stakeholders are related to CSFs of ERP system implementation. Design/ methodology/ approach: The research methodology approach chosen for this research is based on reality and clear research which includes qualitative and quantitative method for collecting and analysing data. Data for this research consists of secondary data, gathered by conducting a critical literature review of research papers published by journals, magazines and books.  The content analysis and comparative study methods are used to analyse data. Findings: Seventeen CSFs that are considered to contribute to ERP implementation success have been identified in accordance with their prioritization where twelve of them have been described; by analyzing some widely accepted in prior researches. Three stakeholders of ERP such as “Top management, IT professionals and End-users” have been identified and their involvement in the ERP implementation has been described. The result revealed that several CSFs of ERP such as “user training and involvement, ERP teamwork and selection of ERP are directly related to End-users”. The findings also revealed that Top management are related to majority of CSFs such as “top management support and commitment, change management, business plan and vision, system quality, project management, effective communication plan, selection of ERP, monitoring and focused performance evaluation, project champion, and business and IT infrastructure”. The result from analysis also showed a correlation between IT professionals and several CSFs such as “selection of ERP, system quality, user training and involvement, post-implementation evaluation, business plan and vision, change management, ERP teamwork, effective communication plan, and business and IT infrastructure”.
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Arabaci, Engin. "Motstånd och problem vid implementeringen av ERP-system : En litteraturstudie av förändringshantering och motstånd vid implementeringen av ett ERP-system. Studien ger även förslag på förebyggande åtgärder baserat på dokumenterade fallstudier." Thesis, Uppsala universitet, Institutionen för informatik och media, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-142718.

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Syfte – Syftet med denna uppsats var att genom existerande fallstudier, enkätundersökningar och annan sekundärdata identifiera vilka faktorer som ger upphov till motstånd vid implementeringen av ERP-system och hur detta motstånd kan förebyggas.Metod – Metoden som användes i denna uppsats är dokument. Dokument i denna uppsats var sekundärdata i form av artiklar och böcker från världsledande journaler inom området ERP-implementering. Uppsatsens teori, analyser och modeller bygger kring dessa artiklar och böcker.Resultat och analys – Resultaten från denna studie tyder på att alla ERP-implementeringar möter motstånd vid ERP-projekt. Det är hanteringen och förebyggandet av dessa motståndsbeteenden som avgör projektets framgång. De viktigaste faktorerna som gav upphov till motstånd var: Lågt engagemang från ledning och styrelse, otillräcklig utbildning och träning vilket resulterar i kunskapsbarriärer, projektgrupp med individer som inte har tillräckligt med erfarenhet, inflytande och kunskap, bristfällig förändringshantering med en passiv ledarstil, systemets kvalitet och pålitlighet och ingen tydlig vision och affärsstrategi. Studien kom även fram till att implementeringen består av tre stora faser: innan, under och efter implementering. Misstag som görs vid fasen innan implementering visade sig vara mest avgörande för projektens framgång. Studien presenterar även olika förebyggande åtgärder som kan användas för att minska motståndsbeteendena som uppstår. De förebyggande faktorerna är: En tydlig affärsplan och vision för projektet som slutanvändarna lätt kan ta till sig, starkt stöd från ledning så att även lägre nivåer känner stöd för projektet, förutse förändringar i affärsprocesser genom att analysera konsekvenserna av implementeringen, support och kommunikation med berörda intressenter för att tidigt upptäcka problem, en projektgrupp med inflytande och erfarenhet som jobbar heltid med projektet och träning och utbildning för att övervinna kunskapsbarriärer som kan resultera i motstånd.Originalitet – Denna studie samlar den senaste forskningen kring ERP-implementation och motståndsbeteenden. En modell som visualiserar hur motstånd påverkar implementationen har även skapats som en generell vägledande modell för organisationer som implementerar ERP-system.Nyckelord – ERP, ERP-implementation, motståndsbeteenden, ERP-implementation faser.
Purpose – The purpose of this paper was to identify factors that give rise to resistance behaviours when implementing ERP-systems. The purpose was also to find ways to prevent these resistance behaviours.Methodology – This paper was conducted through examination and use of a methodology called documents. The paper was built upon existing secondary data. The secondary data was made up of articles and books from world leading academic journals in the area of ERP-implementation.Findings and results – The findings of this paper suggests that all ERP-implementations will face human resistance of some kind and that the treatment of these resistance behaviours is crucial for a successful implementation project. The paper identified important resistance factors that need to be handled: Low commitment from top management, inadequate training and education, a project group with little influence, experience and skills, poor change management and passive management styles, system quality, system reliability, poor business vision and poor strategy plans. The paper also identified the planning phase of an ERP-implementation to be the most crucial phase in the whole project. The paper presents ways to prevent the resistance threat through some important factors: A clear business plan and vision of the project is needed and this vision must be visible to people using the system, strong support from top management and the board is needed for funding and influence on lower levels of organizations, good anticipation of changes in processes connected to the implementation, support and communication with relevant stakeholders, a strong and influential project group, training and education to overcome knowledge barriers and developed change management strategies.Originality – This paper provides an examination and summary of the most critical factors that influence resistance behaviours when implementing an ERP-system and also provides a model that can be used in organizations when facing an implementation project.Keywords – ERP, ERP-implementation, resistance behaviours, ERP-implementation phases.
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Harrison, Joycelyn Lorraine. "MOTIVATIONS FOR ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM IMPLEMENTATION IN PUBLIC VERSUS PRIVATE SECTOR ORGANIZATIONS." Doctoral diss., University of Central Florida, 2004. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/4452.

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The goal of this research was to increase the knowledge base regarding Enterprise Resource Planning (ERP) Software implementation, particularly in the public sector. To this end, factors regarding benefits sought through ERP system implementation and critical factors surrounding successful ERP implementation were identified. In addition, the perception of project team members' satisfaction with modules implemented and their concerns about implementing ERP software were identified in this study. The results of this study provided recommendations for public and private sector organizations in order to increase their opportunity for successful ERP system implementation. The literature review and results of this study found suggested that the benefits sought during ERP system implementation were consistent among public- and private-sector organizations. Benefits such as increased standardization, better reporting, and reduced operational costs were recognized as goals of ERP implementation. Factors that attributed to successful ERP system implementations were top management support, and knowledgeable project managers and team members. The t-test analyses found differences among the two groups, public and private sector organizations, regarding some benefits sought and the level of satisfaction with some modules. The study included recommendations for organizations to fully research ERP functionality prior to implementation, implement strong change management, use other means of measuring return on investment, ensure employee buy in and top management involvement, and avoid scope creep.
Ed.D.
Department of Educational Research, Technology and Leadership
Education
Educational Research, Technology, and Leadership
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Books on the topic "ERP implementation"

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ERP: The implementation cycle. Oxford: Butterworth-Heinemann, 2003.

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Đin, Nav Đah Plisk. Big-bang ERP implementation at a global company. Hershey, PA: Idea Group Pub., 2000.

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E-business and ERP: Rapid implementation and project planning. New York: J. Wiley, 2001.

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Class A ERP implementation: Integrating Lean and six sigma. Boca Raton, FL: J. Ross Publishing, 2005.

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SAP fiori implementation and development. Bonn: Rheinwerk Pub., 2015.

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SAP implementation unleashed: A business and technical roadmap to deploying SAP. [Indianapolis, Ind]: Pearson, 2009.

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(Firm), KLAS, ed. Clinical financial ERP implementation study: [an independent report from healthcare executives & professionals]. [Orem, Utah]: KLAS Enterprises, 2006.

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(Firm), KLAS, ed. Clinical financial ERP implementation study: [an independent report from healthcare executives & professionals]. [Orem, Utah]: KLAS Enterprises, 2006.

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Welti, N. Cheng gong de ERP xiang mu shi shi: SAP R/3 = Successful SAP R/3 implementation ; practical management of ERP projects. Beijing: Ji xie gong ye chu ban she, 2003.

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D, Nilson Charles, and Rhodes Tim, eds. SAP implementation unleashed: A business and technical roadmap to deploying SAP. Indianapolis, Ind: Sams Pub., 2009.

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Book chapters on the topic "ERP implementation"

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Kurbel, Karl E. "ERP System Implementation." In Progress in IS, 159–88. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-31573-2_6.

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Kraljić, Tarik, and Adnan Kraljić. "Process Driven ERP Implementation: Business Process Management Approach to ERP Implementation." In Lecture Notes in Business Information Processing, 108–22. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-64930-6_8.

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Kraljić, Tarik, and Adnan Kraljić. "ERP Implementation: Requirements Engineering for ERP Product Customization." In Information Systems, 567–81. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-44322-1_42.

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Kossmann, Daniel, and Donald Kossmann. "Implementation in the ERP System." In Complexity Management with the K-Method, 77–84. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-48244-5_8.

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Karakanian, Marie. "Choosing your ERP Implementation Strategy." In Data Management, 895–901. 3rd ed. Boca Raton: Auerbach Publications, 2021. http://dx.doi.org/10.1201/9780429114878-85.

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Kusters, Rob J., Fred J. Heemstra, and Arjan Jonker. "ERP Implementation Costs: A Preliminary Investigation." In Enterprise Information Systems, 95–107. Berlin, Heidelberg: Springer Berlin Heidelberg, 2008. http://dx.doi.org/10.1007/978-3-540-88710-2_8.

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Dagher, Joseph, and Joze Kuzic. "Factors Influencing ERP Implementation in Australia." In Communications in Computer and Information Science, 197–205. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-22603-8_18.

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Hansmann, Holger, and Stefan Neumann. "Process-Oriented Implementation of ERP Systems." In Process Management, 283–321. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-15190-3_10.

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Sumner, Mary. "EMR Implementation: Lessons Learned from ERP." In Lecture Notes in Business Information Processing, 19–44. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-17587-4_2.

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Kraljić, Adnan, and Tarik Kraljić. "Agile Software Engineering Practices in ERP Implementation." In Information Systems, 279–90. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-44322-1_21.

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Conference papers on the topic "ERP implementation"

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"Model-Driven ERP Implementation." In The 2nd International Workshop on Model-Driven Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2006. http://dx.doi.org/10.5220/0002480400770087.

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"Model-Driven ERP Implementation." In The 2nd International Workshop on Model-Driven Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2006. http://dx.doi.org/10.5220/0002482100980107.

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Khan, Nazneen, and Pankaj Agarwal. "Quality Issues of ERP Implementation and Interrelated Risks Affecting ERP Post-Implementation." In International Conference on Computer Applications — Management. Singapore: Research Publishing Services, 2010. http://dx.doi.org/10.3850/978-981-08-7303-5_1491.

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Nikitovic, Milorad, and Alan Mahmutovic. "Hidden costs of ERP Implementation." In 2019 42nd International Convention on Information and Communication Technology, Electronics and Microelectronics (MIPRO). IEEE, 2019. http://dx.doi.org/10.23919/mipro.2019.8756754.

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Hatamizadeh, Alireza, and Alovsat Aliyev. "Survey of ERP systems implementation." In 2012 IV International Conference "Problems of Cybernetics and Informatics" (PCI). IEEE, 2012. http://dx.doi.org/10.1109/icpci.2012.6486291.

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"ERP IMPLEMENTATION CHALLENGES - Vendors’ Perspective." In 10th International Conference on Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2008. http://dx.doi.org/10.5220/0001714605050510.

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Kale, Pramod T., and Sukhwant S. Banwait. "An Investigation of Enterprise Resource Planning Implementation: Empirical Evidence From Indian Companies." In ASME 2010 International Mechanical Engineering Congress and Exposition. ASMEDC, 2010. http://dx.doi.org/10.1115/imece2010-38092.

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Due to globalization, there is tremendous demand on Indian companies to lower costs, enlarge product assortment, improve product quality, and provide reliable delivery dates through effective and efficient coordination of production and distribution activities. To achieve these conflicting goals, companies must constantly re-engineer or change their business practices and employ information systems like Enterprise Resource Planning (ERP). However, implementing ERP system is a difficult and high cost proposition. There are mixed results of success and failure in different companies. With a survey of manufacturing companies in India and subsequent detailed case study in one ERP implemented company, this study analyzes various parameters of ERP implementations with factor analysis and logit regression analysis. It is revealed that with clear goals of ERP implementation and proper ERP software selection, the companies are benefited in reducing inventory, improving customer service and other intangible benefits. The top management support, strong and meaningful training program are found the enabling factors of its success. It is argued that this study and ERP implementation model proposed in this paper is valuable to researchers and practitioners interested in implementing ERP system. The findings will also be helpful in extracting the better results from ERP implementation.
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Nagpal, Shruti, Sunil Kumar Khatri, and Ashok Kumar. "Comparative study of ERP implementation strategies." In 2015 IEEE Long Island Systems, Applications and Technology Conference (LISAT). IEEE, 2015. http://dx.doi.org/10.1109/lisat.2015.7160177.

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Wijaya, Santo Fernandi, Harjanto Prabowo, Raymondus Raymond Kosala, and Meyliana. "an Agile Implementation Model for ERP." In 2019 International Conference on Information Management and Technology (ICIMTech). IEEE, 2019. http://dx.doi.org/10.1109/icimtech.2019.8843724.

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Wanas, George Sharmokh, Ali H. El-Bastawissy, and Mona Ahmed Kadry. "Decreasing ERP Implementation Failure in Egypt." In 2015 25th International Conference on Computer Theory and Applications (ICCTA). IEEE, 2015. http://dx.doi.org/10.1109/iccta37466.2015.9513455.

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Reports on the topic "ERP implementation"

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Peterson, G. L. Environmental Implementation Plan - EIP introduction. Office of Scientific and Technical Information (OSTI), October 1993. http://dx.doi.org/10.2172/10142761.

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Schofer, Ralph E. Implementation plan - Internal Revenue Service strategic initiatives ERR-9 and ERR-11. Gaithersburg, MD: National Bureau of Standards, 1986. http://dx.doi.org/10.6028/nbs.ir.86-3336.

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Eastlake, D. Cryptographic Algorithm Implementation Requirements for Encapsulating Security Payload (ESP) and Authentication Header (AH). RFC Editor, December 2005. http://dx.doi.org/10.17487/rfc4305.

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Manral, V. Cryptographic Algorithm Implementation Requirements for Encapsulating Security Payload (ESP) and Authentication Header (AH). RFC Editor, April 2007. http://dx.doi.org/10.17487/rfc4835.

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Hatef, Elham, Renee F. Wilson, Susan M. Hannum, Allen Zhang, Hadi Kharrazi, Jonathan P. Weiner, Stacey A. Davis, and Karen A. Robinson. Use of Telehealth During the COVID-19 Era. Agency for Healthcare Research and Quality (AHRQ), January 2023. http://dx.doi.org/10.23970/ahrqepcsrcovidtelehealth.

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Objectives. To assess how to provide telehealth care by identifying characteristics of telehealth delivery, patient populations, settings, benefits and harms, and implementation strategies during the COVID-19 era. Data sources. PubMed®, CINAHL®, PsycINFO®, and the Cochrane Central Register of Controlled Trials were searched from March 2020 to May 2022. Additional studies were identified from reference lists and experts. Review methods. We included studies that reported characteristics of telehealth use; benefits and harms of telehealth; factors impacting the success of telehealth, including satisfaction/dissatisfaction and barriers/facilitators; and implementation outcomes. We conducted a mixed-methods review, synthesizing quantitative and qualitative studies. Two reviewers independently screened search results for eligibility, serially extracted data, and independently assessed risk of bias of included studies. Results. We included 764 studies; 310 studies were included in our syntheses. Patients using telehealth were more likely to be people who are young to middle-aged, female, White, of higher socioeconomic status, and living in urban settings. Visits for mental and behavioral health conditions were more frequent than visits for other conditions, and mental or behavioral care was also more likely to be delivered via telehealth than care for other conditions. Across a variety of conditions, telehealth produced similar clinical outcomes as compared with in-person care. Telehealth care is appropriate for some patients, but more information is necessary to determine the suitability of telehealth for specific patient populations; patients and providers felt that telehealth may be less suitable and less desirable for patients with complex clinical conditions; and some patients perceive telehealth as a barrier to improved health outcomes owing to the absence of a physical exam and challenges in developing rapport and communicating with their care team. There was a lack of evidence addressing implementation cost, penetration, and sustainability of telehealth, and about telehealth implementation at the health system level. Conclusions. Whereas telehealth use spiked after the beginning of the pandemic, the characteristics of patients using telehealth follow a pattern similar to that for other healthcare and digital health services. We found that the use of telehealth may be comparable to in-person care across different clinical and process outcomes. Telehealth implementation has addressed the needs of both patients and providers to some extent, even as clinical conditions, patient and provider characteristics, and type of assessment varied. Telehealth has provided a viable alternative mode of care delivery during the pandemic and holds promise for the future.
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Ramirez, A., M. Pasyanos, and G. Franz. Development of generalized mapping tools to improve implementation of data driven computer simulations (04-ERD-083). Office of Scientific and Technical Information (OSTI), September 2004. http://dx.doi.org/10.2172/15011628.

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McGrew, D., and P. Hoffman. Cryptographic Algorithm Implementation Requirements and Usage Guidance for Encapsulating Security Payload (ESP) and Authentication Header (AH). RFC Editor, August 2014. http://dx.doi.org/10.17487/rfc7321.

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Wouters, P., D. Migault, J. Mattsson, Y. Nir, and T. Kivinen. Cryptographic Algorithm Implementation Requirements and Usage Guidance for Encapsulating Security Payload (ESP) and Authentication Header (AH). RFC Editor, October 2017. http://dx.doi.org/10.17487/rfc8221.

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Pasyanos, M., A. Ramirez, and G. Franz. Final report for "Development of generalized mapping tools to improve implementation of data driven computer simulations" (LDRD 04-ERD-083). Office of Scientific and Technical Information (OSTI), February 2005. http://dx.doi.org/10.2172/917508.

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Gu, Jing, Danielle Green, and Jiadan Yu. Building Back Better: Sustainable Development Diplomacy in the Pandemic Era. Institute of Development Studies (IDS), December 2021. http://dx.doi.org/10.19088/ids.2021.065.

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This report critically examines the nature of the distinction between traditional inter-state diplomacy and sustainable development diplomacy. It then sets out the institutional changes which are necessary for the achievement of sustainable development diplomacy. Multi-stakeholder partnerships have been identified as a key means of implementation for the Sustainable Development Goals (SDGs). Given the increasing centrality of the United States (US)–China relationship in global development cooperation, understanding the modalities of their engagement may provide useful insights into how partnerships may be cultivated and deepened to realise the SDGs. The Covid-19 pandemic and climate change have demonstrated the interconnection of the world, as well as the interconnection of challenges of the world. Sustainable development diplomacy is needed now more than ever to prioritise development strategies of different states and work on common shared challenges. Sustainable development diplomacy can only work when different actors recognise the value of the common goals and are willing to make an effort to accomplish them. Global sustainable development diplomacy requires a stronger policy agenda and greater cohesion. This report explores the idea of sustainable development diplomacy and, through two sectoral case studies, explores the nature, function, and rationale for interactive engagement. The form and structure of multi-actor relationships are a response to complex, trans-border political, social, economic, and environmental challenges which require a more nuanced and varied management approach than narrowly defined state-led development. However, the power dynamics, the modalities, and experiences of engagement that underpin these dynamic relationships, remain understudied, especially with regard to their impact on sustainable development.
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