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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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Aristo, Julian. "PENGARUH DUKUNGAN MANAJEMEN PUNCAK, MANAJEMEN PROYEK DAN KETERLIBATAN PENGGUNA TERHADAP TINGKAT KESUKSESAN IMPLEMENTASI ENTERPRISE RESOURCE PLANNING PADA PERUSAHAAN DI JABODETABEK." Jurnal Riset Manajemen dan Bisnis (JRMB) Fakultas Ekonomi UNIAT 2, no. 2 (June 27, 2017): 147–54. http://dx.doi.org/10.36226/jrmb.v2i2.45.
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Enterprise Resource Planning (ERP) systems have become vital strategic tools in today’s competitive business environment. Implementation of ERP systems is a highly complex process which is influenced not only by technical, but also by other factors. The purpose of this research to find out factors influencing the success of ERP implementations in companies in Jabodetabek. In this research three factors of success implementation ERP were selected on the bases of previous research that includes top management support, project management and user involvement. The results indicate that top management support and project management are key factors affecting the success of ERP implementations, while user involvement does not affect the success of ERP implementations. Top management support, project management and user involvement affect the success rate of 72.7% of ERP implementations. While the rest equal to 27.3% influenced by other variables not included in this research model.
Keywords: Enterprise Resource Planning, Top management support, project management, user involvement
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Bekhet, Mohamed, and Saudah Sofian. "TECHNOLOGICAL CRITICAL SUCCESS FACTOR IN ERP IMPLEMENTATION PROJECTS IN PUBLIC AND PRIVATE SECTOR IN SAUDI ARABIA." International Journal of Research -GRANTHAALAYAH 6, no. 7 (July 31, 2018): 306–16. http://dx.doi.org/10.29121/granthaalayah.v6.i7.2018.1311.
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An Enterprise Resource Planning (ERP) system implementation is a complex information technology project that integrates organization-wide operations. Prior surveys have reported perceptions about factors which are critical to ERP implementation success. There are only a few prior researches that have empirically tested the ERP implementation success factors in Saudi Arabia in both public and private organizations. This paper reports the result of literature review on critical success factor (CSF) for ERP implementations. It has been found that project champions can to be added to Technological dimension of the Technological, Organizational and Environmental (TOE) theory.
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Mitra, Prokreeti, and Sasmita Mishra. "Behavioural Aspects of ERP Implementation: A Conceptual Review." Interdisciplinary Journal of Information, Knowledge, and Management 11 (2016): 017–30. http://dx.doi.org/10.28945/3402.
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Recently ERP implementation has seen increasing significance in different sectors. The research related to the implementation issues of ERP has also increased during the past decade. Particularly the behavioral aspects of ERP implementations have been researched in terms of identifying appropriate frameworks, critical success factors, perception and attitude of users and managers, the role of change agents, leadership, etc. This conceptual review summarizes some of the studies done on the above aspects and suggests further research areas. It is suggested that leadership competencies, learning attitude of the users, and organizational power dynamics can be potential areas of research in the context of ERP implementation.
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Jayawickrama, Uchitha, Shaofeng Liu, and Melanie Hudson Smith. "Knowledge prioritisation for ERP implementation success." Industrial Management & Data Systems 117, no. 7 (August 14, 2017): 1521–46. http://dx.doi.org/10.1108/imds-09-2016-0390.
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Purpose Knowledge management is crucial for enterprise resource planning (ERP) systems implementation in real industrial environments, but this is a highly demanding task. The purpose of this paper is to examine the effectiveness of knowledge identification, categorisation and prioritisation that contributes to achieving ERP implementation success. Design/methodology/approach This study adopts a mixed methods approach; a qualitative phase to identify and categorise knowledge types and sub-types; conducting in-depth interviews with ERP clients and implementation partners; plus a quantitative phase to prioritise knowledge types and sub-types based on their contribution to achieving ERP success for business performance improvement. An analytic hierarchy process-based questionnaire was used to collect empirical data for the quantitative phase. Findings This study has been able to identify, categorise and rank various types of ERP-related knowledge based on in-depth interviews and survey responses from both ERP clients and implementation partners. In total, 4 knowledge types and 21 sub-types were ranked based on their contribution to achieving ERP success; 4 variables of information quality, systems quality, individual impact and organisational impact were used to measure ERP success. Originality/value The empirical findings demonstrate exactly what kinds of knowledge need to be managed, enabling knowledge prioritisation when a client organisation or an implementation partner steps into an ERP implementation, in a real industrial environment.
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Hayes, David C., James E. Hunton, and Jacqueline L. Reck. "Market Reaction to ERP Implementation Announcements." Journal of Information Systems 15, no. 1 (March 1, 2001): 3–18. http://dx.doi.org/10.2308/jis.2001.15.1.3.
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The objective of this research is to examine how the capital market responds when a firm announces that it plans to implement an enterprise resource planning (ERP) system. This is the first study to investigate the extent to which ERP systems are deemed to add market value to business organizations. Study findings indicate an overall positive reaction to initial ERP announcements. Further analyses suggest that the reaction is most positive for small/healthy firms. Finally, the market response to larger ERP vendors, as reflected by PeopleSoft and SAP, is significantly more positive than to smaller ERP vendors.
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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 (February 6, 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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Chugh, Ritesh, Subhash C. Sharma, and Andrés Cabrera. "Lessons Learned from Enterprise Resource Planning (ERP) Implementations in an Australian Company." International Journal of Enterprise Information Systems 13, no. 3 (July 2017): 23–35. http://dx.doi.org/10.4018/ijeis.2017070102.
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Successful Enterprise Resource Planning (ERP) implementations are a boon for organisations. However, there have been many instances of failed ERP implementations globally resulting in millions of wasted dollars. It is vital to learn from past ERP implementations so that such expensive mistakes are not recurrent. This qualitative exploratory case study aims to explore and document the lessons learned from ERP implementations in an Australian global natural resources company to mitigate such problems in the future. A single case study was conducted with the aim to understand experiences from different sites of the company that have already undergone proprietary ERP system implementation. Data was collected through interviews of key participants who were involved in the implementation. Analysis of the interviews has resulted in comprehensive lessons learned around the project focus areas. Finally, ten tips, divided in 4 categories i.e. People, Strategy, Technology and Management have been identified, to guide future ERP implementations and increase chances of success.
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Tomar, Jitendra Singh. "ERP Implementation Lifecycle in SMEs – A Review." International Journal of Emerging Research in Management and Technology 6, no. 11 (June 13, 2018): 52. http://dx.doi.org/10.23956/ijermt.v6i11.47.
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Saturation is visible in ERP implementation in large enterprises but has huge potential in SMEs. With SMEs impacting large portion of economy, the focus has shifted to globalization, building partnerships, developing value networks, and managing the huge information flow across and within SMEs nowadays. Due to rising business demands, SMEs are adopting ERP systems and the vendors now focus more on implementing ERP in SMEs for effective information management. The current study summarizes research on enterprise resource planning (ERP) systems implementation within the domain of small and medium-size enterprises (SMEs). The SMEs suffer from resource poverty which increases the risk of ERP adoption. SMEs are structured very distinctively compared to LEs, thus the ERP implementation model, practices, and methodologies are different from Les and should be perceived differently. The main purpose of this article is to observe the areas that lack sufficient research within the ERP in SMEs domain, appraise with current research findings that could felicitate practitioners, suppliers, and SMEs while implementing ERP in SMEs, and suggest research avenues for future. Moreover, this study signifies the current practices in SMEs, the impellingtheories, and adaptive frameworks that are discussed in existing literature on ERP implementation in SMEs.
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Nandi, Madhavi, and Santosh Nandi. "ERP implementation at ABC mining company." Emerald Emerging Markets Case Studies 11, no. 1 (February 27, 2021): 1–22. http://dx.doi.org/10.1108/eemcs-04-2020-0133.
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Learning outcomes After reading and discussing this case, students will learn to identify the content and context of enterprise resource planning (ERP) implementation that is important from an operations standpoint. Through this case, student will discuss and evaluate the scenarios of ERP implementation arising from different deployment alternatives. Students will also learn to comprehend the case organization’s unique operational context and explore the challenges of introducing change into workplace environment and stakeholders’ overall expectations. Case overview/synopsis This case introduces students to the dilemmas of managerial decision-making that large companies face while implementing organization-wide technological upgrades, such as ERP. The case is set at a time point where ABC Mining Company – a large public-sector mining company – was trying to identify the most optimal ERP option based on its organizational structure and organizational processes. The information related to ABC’s organizational context included their business, structural and operational scenarios at the time. The information related to ABC’s stakeholders’ expectations reflected their perception about ERP and future implications. The information related to managerial conflicts reflected the understandings of the managers, in terms of need for ERP, needed skill to handle ERP and different types of ERP implementations that others have adopted. The case calls students for extensive analysis of the gathered information to identify and evaluate impacts and risks of all possible ERP alternates, and finally pick upon the most optimal ERP alternate. The case assumes a live 90-min class session conducted by an instructor. The instructor is recommended to assign the case to students for mandatory pre-reading before coming to class. The instructor is provided with a teaching plan to navigate the case. Complexity academic level The case is designed as an introductory case for an undergraduate or a graduate course pertaining strategic decision-making of ERP systems implementation. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
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Marciniak, Rolande, Redouane E.L. Amrani, Frantz Rowe, and Frédéric Adam. "Does ERP integration foster Cross-Functional Awareness? Challenging conventional wisdom for SMEs and large French firms." Business Process Management Journal 20, no. 6 (October 28, 2014): 865–86. http://dx.doi.org/10.1108/bpmj-05-2013-0056.
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Purpose – The purpose of this paper is to explore the concept of Cross-Functional Awareness (CFA) and to question how firm size influences the impact of ERP implementation strategies on CFA. Specifically, the paper questions whether size moderates the capability of the firm to achieve CFA. Design/methodology/approach – The authors developed and empirically tested a conceptual framework using the partial least squares structural equation modeling approach. This study gathered data from a sample of 45 French SMEs and 55 French large firms. Findings – The results show that ERP implementation strategies (flexibility, organizational vision, Business Process Re-Engineering, speed of implementation, and focus on core modules) have a direct positive relationship and, in large firms, an indirect relationship (via data quality improvement) with the emergence of CFA. The study also suggests that firm size moderates the resulting emergence of ERP-enabled CFA. The findings will help researchers understand the factors associated with ERP implementation and use that promote or inhibit successful use of ERP systems. Research limitations/implications – Similar to many published ERP surveys, the sample size is small. In addition, the authors examined CFA in the survey from the perspective of a single respondent per firm. Finally, there may be a cultural limitation linked to the respondents all being French firms. Practical implications – The findings will promote a better understanding of the concept of CFA and its benefits amongst managers, leading to increased productivity and efficiency with ERP. In particular, they will help practitioners identify and manage the right factors during ERP implementations. Originality/value – In the expanding world of Enterprise System research, this paper is significant in that it studies the effect of ERP implementation on CFA rather than investigating the factors affecting ERP implementation or the outcomes of ERP implementations. To the best of the knowledge, this is one of the few papers that theoretically articulates and empirically explores the concept of CFA, and tests the relationship between implementation strategy factors and CFA, including the moderating role of size in the context of ERP. The contribution shows that the firm size effect should be examined at the level of SMEs and larger firms separately, rather than at an overall level.
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Janssens, Guy, Rob Kusters, and Fred Heemstra. "Sizing ERP Implementation Projects." International Journal of Enterprise Information Systems 4, no. 3 (July 2008): 25–47. http://dx.doi.org/10.4018/jeis.2008070103.
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Häkkinen, Lotta, and Olli‐Pekka Hilmola. "Life after ERP implementation." Journal of Enterprise Information Management 21, no. 3 (April 18, 2008): 285–310. http://dx.doi.org/10.1108/17410390810866646.
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King, William R. "Ensuring Erp Implementation Success." Information Systems Management 22, no. 3 (June 2005): 83–84. http://dx.doi.org/10.1201/1078/45317.22.3.20050601/88749.11.
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Muscatello, Joseph R., Diane H. Parente, and Matthew Swinarski. "The Impact of ERP Alignment on Logistics Costs." International Journal of Enterprise Information Systems 12, no. 3 (July 2016): 1–17. http://dx.doi.org/10.4018/ijeis.2016070101.
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ERP implementations have been studied on many dimensions; however, little work has been done linking logistics costs and ERP implementation factors. Taking a Work System Theoretical perspective, this paper examines the alignment success factors necessary to improve logistics cost. The authors used a two-step approach, conducting a confirmatory factor analysis (CFA) to assess the psychometric properties of their measures and then conducting an independent sample t-test between two groups, one which experienced decreased logistic costs and the second which experienced the same or increasing logistic costs. Organizations attempting to decrease logistics costs via an ERP implementation must consider the processes and activities involved in aligning participants, information, technology, and business process in these ERP implementations. This research has provided more insight into the practice of ERP implementations and has reemphasized the need to judge ERP success relative to impact on firm performance
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Nandi, Madhavi Latha, and Ajith Kumar. "Centralization and the success of ERP implementation." Journal of Enterprise Information Management 29, no. 5 (September 12, 2016): 728–50. http://dx.doi.org/10.1108/jeim-07-2015-0058.
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Purpose Centralization, which indicates distribution of decision-making power in organizations, is well-discussed in innovation literature as one of the influencing factors of innovation implementation. Motivated by a gap in enterprise resource planning (ERP) research, the purpose of this paper is to investigate the influence of centralization on the success of ERP implementation. Design/methodology/approach Centralization is characterized twofold: policy-related centralization (PRC) and work-related centralization (WRC). ERP implementation success is captured in terms of user acceptance and the use of the ERP system. Using organizational innovation theory, six hypotheses relating centralization, ERP implementation success, and organization size are built and tested using data gathered from 51 Indian organizations that implemented ERP. The data are analyzed using partial least squares-structural equation modeling. Findings User acceptance is significantly inhibited by PRC. WRC has a negative influence on use. The negative influence of PRC on acceptance is more pronounced in the case of larger organizations. On the whole, a decentralized set-up is favorable to ERP implementation success. Originality/value The study highlights the impact of a centralized management structure on success of ERP implementation and in doing so, it demarcates the varied influence of two types of centralization. It contributes to the scarce research on ERP implementation using the strong theoretical basis of organizational innovation. The findings highlight the implications of centralization to the implementation outcomes, for organizations embarking upon ERP.
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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 (March 6, 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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Bintoro, Bambang Purwoko Kusumo, Togar Mangihut Simatupang, Utomo Sarjono Putro, and Pri Hermawan. "Actors’ interaction in the ERP implementation literature." Business Process Management Journal 21, no. 2 (April 7, 2015): 222–49. http://dx.doi.org/10.1108/bpmj-11-2013-0142.
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Purpose – The purpose of this paper is to identify the existence of studies, by exploring the current literatures, on interaction among actors in Enterprise Resource Planning (ERP) implementation. Design/methodology/approach – A new classification framework is offered, along with the two dimensions of ERP implementation: determinants and outcomes, to provide four types of research classes. Hundreds of articles were searched by using keywords from journal data bases. The selected articles were grouped based on the new classification of ERP implementation, followed by an in-depth analysis by using the Context, Intervention, Mechanism, Outcomes logic and the system of systems methodologies (SOSM) framework. Findings – The interactions among actors in ERP implementation have been overlooked, although there is almost always disagreements, misperceptions, and conflicts. Managing the interactions among actors is considered important because common failures in ERP implementation are often caused by mismanaged interactions among the key actors. Unfortunately, the existing research has so far shown a small effort to study how the actors’ interactions are managed. Research limitations/implications – One key limitation of this research is that the number of actor-related articles is lesser than the factor-related articles. Further research should be conducted to explain how to manage the interactions among the actors in each stage of ERP implementation. Practical implications – A guidance to prepare the entire organization prior to the ERP implementation to seriously consider the typical conflict among actors on each stage of ERP implementation and its causal factors and how to resolve them. Social implications – The importance of understanding typical conflict among actors, its causal factors, and how to resolve them can be extended to other projects or social phenomenon. Originality/value – This proposed framework is new to the ERP literature and serves to identify and expand further research on actors’ interactions to improve the success of ERP implementation. This is the first research to identify the interactions among actors in ERP implementation by using a clearly structured methodological approach, which is conducted by critically reviewing the ERP implementation literature.
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Paredes, Angel Arturo Pacheco, and Clark M. Wheatley. "Do Enterprise Resource Planning Systems (ERPs) Constrain Real Earnings Management?" Journal of Information Systems 32, no. 3 (April 1, 2017): 65–89. http://dx.doi.org/10.2308/isys-51760.
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ABSTRACT The examination of the beneficial impact of enterprise resource planning systems (ERPs) on firm performance appears in extensive literature. Prior studies also examine how ERP implementations impact the timeliness of financial information. Few studies, however, address the question of whether the increase in managers' access to accounting data differentially influences managerial behavior. We investigate the association of ERP implementation with managers' flexibility to deviate from normal operating practices to present better financial results. Our findings suggest that after the implementation of an ERP, earnings management through real activities declines. These results particularly indicate that ERP implementations enhance the quality of financial reporting by constraining opportunistic managerial behavior.
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Arvianto, Ary, Zainal Fanani Rosyada, Singgih Saptadi, Wiwik Budiawan, and Yasa Ewa Demilda. "ERP ODOO IMPLEMENTATION IN SMALL RETAILERS." International Journal of Applied Science and Engineering Review 03, no. 06 (2022): 66–85. http://dx.doi.org/10.52267/ijaser.2022.3605.
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This study aims to identify current traditional retail business processes (As-is), align, and integrate their business processes based on Enterprise Resource Planning (ERP). This ERP implementation minimizes recordkeeping errors and saves time supporting traditional retail businesses. The design of a new business process (To-Be) was built considering the ERP business process. This study used the system development process method of ERP, which includes the stages of planning, requirements analysis, design, detailed design, and implementation. In addition, a gap/fit analysis was carried out to compare the current business process analysis (As-Is) and the proposed business process (To-Be) after using the ERP Odoo system. This study found that the business processes at AH Mart traditional retail require several changes (re-engineering), from manual and unintegrated business processes to a computerized and integrated model between divisions. Differences in business processes that occur at AH Mart are in the warehouse, cashier, and treasurer. In the warehouse, the implementation of stock-opname with ERP can use barcodes, so the product data is neatly recorded in the system, and the number of incoming and outgoing products can be appropriately detected. The cashier uses a barcode system, and the total calculation of customer payments is automatically accumulated. Making financial reports by the treasurer is more effective because the report data for each division is already stored in the same database. This research provides insight into changing from conventional business processes to business processes based on Enterprise Resource Planning (ERP). ERP business process can be adapted by traditional retail in the modern era.
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Nwankpa, Joseph, and Pratim Datta. "Perceived Audit Quality from ERP Implementations." Information Resources Management Journal 25, no. 1 (January 2012): 61–80. http://dx.doi.org/10.4018/irmj.2012010104.
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Today’s organizational information technology (IT) landscape is dominated by ERP systems. These systems are typically known to bring changes within the organization. Past studies have focused on the technical perspective—the idea of integrating organizational information computing needs with change management and system learning. Although ERP systems can carve a new audit landscape requiring auditors to accommodate audit processes, controls, and test when auditing in a post-ERP implementation environment, few studies have discussed the implications. In this paper, the authors examine how perceived post-ERP implementation changes influence perceived audit quality. Using empirical evidence gathered from auditors experienced in a post-ERP implementation audit, the research found that auditor’s perception of changes in an audit due to ERP implementation have significant impacts on the perceived audit quality. Results indicate that perceived ERP-related changes in an audit process increased perceived audit quality whereas decreased substantive testing in auditing ERP implementation had a positive effect on perceived audit quality. However, findings suggest that control risk associated with auditing ERP implementation reduced perceived audit quality.
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Widyaningdyah, Agnes Utari, and Luandre Ezra. "Enterprise Resource Planning (ERP) Support For Internal Control Effectiveness." Jurnal Reviu Akuntansi dan Keuangan 10, no. 2 (July 30, 2020): 234. http://dx.doi.org/10.22219/jrak.v10i2.11507.
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EERP is a software package which already changed the way data is collected, disseminated, and used. ERP systems also have built-in control which in every transaction is supervised carefully. However, only a few findings in accounting empirical research reveal how the ERP systems support internal control effectiveness. In this paper, we investigate the effect of ERP systems on internal control effectiveness over financial statements. Using annual reports of listed firms in the Indonesia Stock Exchange and logistic regression technique, we find that firms with ERP reported fewer general internal control weaknesses than firms without ERP. Hence, ERP adoption and implementation in Indonesia’s firms cannot reduce internal control weaknesses, especially in a specific levels of financial statements because they have not fully utilized the ERP control features.
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Ravnikar, Franc. "The Impact of Managers on Successful ERP Implementation." Organizacija 43, no. 4 (July 1, 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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Lakshmanan, Srinivasan, S. Edmund Christopher, and D. Kinslin. "An Empirical Analysis on Critical Success Factors for Enterprise Resource Planning (ERP) Implementation in Automobile Auxiliary Industries." International Journal of Engineering & Technology 7, no. 3.27 (August 15, 2018): 447. http://dx.doi.org/10.14419/ijet.v7i3.27.17995.
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The aim of this study is to investigate Critical Success Factors (CSFs) for Enterprise Resource Planning (ERP) Implementation in Automobile Ancillary Industries (AAIs). Therefore. An in-depth and systematic literature review is done to find out the existing reviews of CSFs. Based on the review, several Discussions, Interviews and Benchmarking with experienced ERP consultants and Project management team with ERP implementations in AAIs. Thus, we showed that all factors found in the literature also affected the success of ERP projects in AAIs. CSFs Training and development, Top Management Support and commitment and Project Management, Advanced Hardware and Software and Change Management will optimize the business Process and improve the business performance and make success of the ERP Implementation. Friedman’s ranking analysis and correlation analysis were applied and detailed analysis were submitted on this study However, within those projects, Advanced Hardware and Software gained much more importance compared to the factors that most influence the success of ERP Implementation in AAIs, factors like Training and Development and Top Management Support and Commitment were even more important than Change Management and which were the most important factors in Success of the ERP Projects. This practical guidance will be helpful for the company owners, senior executives, managers and ERP consultants to be more proactive, efficient and better prepared for making Successful implementation of ERP with their limited resources especially in AAIs.
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Salih, Sayeed, Samah Abdelsalam, Mosab Hamdan, Ashraf Osman Ibrahim, Anas W. Abulfaraj, Faisal Binzagr, Omayma Husain, and Abdallah Elhigazi Abdallah. "The CSFs from the Perspective of Users in Achieving ERP System Implementation and Post-Implementation Success: A Case of Saudi Arabian Food Industry." Sustainability 14, no. 23 (November 29, 2022): 15942. http://dx.doi.org/10.3390/su142315942.
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Enterprise resource planning (ERP) systems have a major impact on the functioning of organizations and the development of business strategy. However, one of the main reasons that cause failure in ERP implementations to achieve the expected benefits is that the system is not fully accepted by end users. User rejection of the system is the second reason after time and budget overrun, while the fourth barrier to ERP post-implementation. Most studies have focused on ERP adoption and installation while neglecting post-implementation evaluation, which omits insights into the priority of ERP systems and CSFs from the stance of ERP users. Therefore, this study identified factors that led to user acceptance of the use of ERP systems at both implementation and post-implementation stages (after installation). In addition, this study assessed the interrelationship between the factors and the most influential factors toward user acceptance. A survey was conducted among pioneers of the food industry in Saudi Arabia, which included 144 ERP system users from assembly and manufacturing, accounts, human resources, warehouse, and sales departments. The descriptive-analytical approach was deployed in this study. As a result, project management, top management support, and user training had significant impacts on the efficacy of ERP system implementation. On the contrary, support for technological changes in new software and hardware, managing changes in systems, procedures, and work steps already in place within the organization, as well as user interfaces and custom code, displayed a direct impact on user acceptance of ERP systems post-implementation. This study is the first research that provides a rating of CSFs from the perspective of its users in Saudi Arabia. It also enables decision makers of food industries to better assess the project risks, implement risk-mitigation methods, create appropriate intervention techniques to discover the strengths and limitations of the ERP users, and value the “best of fit” solutions over “best practice” solutions when determining the most appropriate option for food industries.
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Ali, Mahmood, and Lloyd Miller. "ERP system implementation in large enterprises – a systematic literature review." Journal of Enterprise Information Management 30, no. 4 (July 10, 2017): 666–92. http://dx.doi.org/10.1108/jeim-07-2014-0071.
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Purpose Enterprise resource planning (ERP) implementation brings with it a set of challenges. In order to gain a better understanding of these and they can be mitigated during the implementation process, the purpose of this paper is to use Esteves and Bohórquez (2007) classification based on ERP lifecycle framework, and content analysis to review the literature on ERP implementation in a structured format with a focus on larger enterprises, and provide a platform for practitioners to plan implementation with minimum possibility of failure. Design/methodology/approach Esteves and Bohórquez (2007) classification based on the ERP lifecycle framework is used to develop and present a comprehensive structured review of the literature on ERP system implementation in large enterprises (LEs), with a particular focus on pre-implementation, implementation, and post-implementation. Findings Drawing from the literature, organisations can plan implementation based on the findings and strategies presented in the study. This can lead to a better understanding of implementation with minimal probability of failure. The authors find that top management support, good project management teams, and good communications are the top three most important critical successful factors during implementation. The authors also identify critical gaps in current research. Existing research focusses predominantly on the implementation phase, but research on pre- and post-implementation is lacking, and that no industry standard implementation methodology has been developed. Research implications This review primarily focusses on the literature in the area of ERP implementation. ERP implementation planning involves access to effective implementation strategies. Despite the literature identifying a myriad of different ERP implementation models, no standard industry ERP implementation model has been developed. The findings for ERP implementation are repetitive, inconsistent, and lack empirical research, rendering these two of the most critical areas for future research, and collaboration between ERP practitioners, system developers, and researchers. Researchers, in turn, need to become more innovative in terms of their research techniques when examining ERP implementation. Practical implications This paper provides guidance to researchers and practitioners with an insight into published research work and their findings. It provides a better understanding of ERP implementation, which can be applied towards overcoming operational difficulties during the implementation process. Originality/value This study is innovated in its use of Esteves and Bohórquez (2007) classification based on the ERP lifecycle framework, and content analysis to present a comprehensive structured literature review of the ERP implementation literature with a specific focus on pre-implementation, implementation, and post-implementation in LEs between the period 1989 and 2014. The technique and time period used in this study differs from those of other studies on ERP implementation. The paper brings together theoretical and practical developments on ERP implementation under a single source, which should aid practitioners, researchers and ERP developers with future research and decision making.
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Maditinos, Dimitrios, Dimitrios Chatzoudes, and Charalampos Tsairidis. "Factors affecting ERP system implementation effectiveness." Journal of Enterprise Information Management 25, no. 1 (December 30, 2011): 60–78. http://dx.doi.org/10.1108/17410391211192161.
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PurposeEnterprise resource planning (ERP) systems enhance productivity and working quality by offering integration, standardization and simplification of multiple business transactions. The present study seeks to introduce a conceptual framework that investigates the way that human inputs (top management, users, external consultants) are linked to communication effectiveness, conflict resolution and knowledge transfer in the ERP consulting process, as well as the effects of these factors on ERP system effective implementation.Design/methodology/approachThe examination of the proposed conceptual framework was made with the use of a newly developed questionnaire. The questionnaire was distributed to a group of 361 Greek companies that have implemented an ERP system. Information technology (IT) managers were selected as the key respondents of the questionnaire. After the completion of the four month research period (September to December 2008), 108 usable questionnaires were returned (response rate=31 percent approximately). The empirical data were analyzed using the structural equation modelling technique (Lisrel 8.74).FindingsThe main findings of the empirical study can be summarized in the following categories: the assistance provided by external consultants during the ERP implementation process is essential; knowledge transfer is an extremely significant factor for ERP system success; knowledge transfer concerning technical aspects of ERP systems is more important than effective handling of communication, as well as conflict resolution among organizational members; the role of top management support seems to be of less importance that the one provided by users.Research limitations/implicationsThe present study is limited by the poor definition of its population (due to lack of available data) and the relatively small size of the sample.Practical implicationsThe paper points out areas that adopting companies should emphasize in order to successfully implement an ERP system and, therefore, harvest its potential benefits.Originality/valueThe paper proposes an enhanced conceptual framework that examines vital issues concerning ERP system effective implementation, thus, providing valuable outcomes for decision makers and academics. The originality of the paper lies in its three dimensional approach.
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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 (July 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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HADIDI, Laith, Sadi ASSAF, and Adel ALKHIAMI. "A systematic approach for ERP implementation in the construction industry." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 23, no. 5 (May 24, 2017): 594–603. http://dx.doi.org/10.3846/13923730.2016.1215348.
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The objective of this paper is to provide a decision support tool that helps in prioritizing enterprise resource planning (ERP) modules’ implementation. The literature shows high risks of failure during the ERP implementation in construction industry. This research provides a systematic approach to have a successful ERP implementation in the construction industry. The provided approach of this research helps construction companies worldwide and specifically Saudi Arabia to better implement ERP projects. A case study approach is conducted with experts in ERP implementation at construction field in order to rank different ERP modules. This research develop a four step methodology to sequence the ERP module implementation. The first step defines the most common ERP modules in the construction industry. The second step defines the expected benefits of ERP implementation. The third step will define the importance index (I). Finally, the fourth step rank the ERP modules based on the global index that combines the criteria index and module index. The main findings of this research provided a comprehensive list of thirteen ERP modules ranked according to the Saudi construction industry. Out of thirteen modules, the top ranked modules were inventory control and logistics, procurement, and project finance and accounting.
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Temtim Assefa, Temtim Assefa. "User resistance in post enterprise resource planning implementation phase." SINET: Ethiopian Journal of Science 45, no. 1 (April 27, 2022): 48–60. http://dx.doi.org/10.4314/sinet.v45i1.4.
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User resistance in post Enterprise Resource Planning (erp) implementation phase is one of the main causes for failure of erp systems. Existing research identified different factors that cause erp failure in the post erp implementation phase. However, existing research is fragmented without strong theoretical base. The main objective of this study is to identify factors that cause user resistance in the post erp implementation phase using innovation resistance theory as a theoretical lens. The study used causal research design as a research method. Data was collected using Google’s online form. The empirical data from this research revealed that risk barriers and usability barriers as main factors that increase user resistance in the post erp implementation phase. The research also developed and validated data collection instruments to use innovation resistance theory for empirical investigation of user resistance in the post erp implementation phase for other researchers. It has also practical implication for managers what intervention to undertake so as to increase success of erp system implementation.
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Dehning, Bruce, Charu Sinha, and Praveen Sinha. "Change in earnings quality surrounding ERP implementation." Corporate Ownership and Control 15, no. 1 (2017): 8–17. http://dx.doi.org/10.22495/cocv15i1art1.
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Enterprise Resource Planning (ERP) systems have become widely adopted by companies to fulfil various purposes. ERP systems make information flow more transparent and timelier. From a capital markets perspective, an interesting question is whether the implementation of ERP systems reduces earnings management. One argument is that it will not make any difference for managers who are intent on managing earnings. In this case, managers will find ways to circumvent the constraints imposed by the new system. It may also be argued that ERP makes it easier for the auditors to detect earnings management, thus dissuading any intent on the part of managers to indulge in earnings management. Another argument is that ERP systems will provide managers with the information necessary to anticipate potential problems earlier in the period, allowing them to make operating adjustments, thereby reducing the need for earnings management through accounting accruals. We examine the question of changes in earnings management brought about by ERP system implementation using an alternate measure of earnings management and earnings quality – a firm’s likelihood of a GAAP violation. Our findings are that the probability of a GAAP violation decreases significantly after the implementation of ERP systems, but less for larger firms, and more for high growth firms
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M., Iqbal Yulizar, and Rajesri Govindaraju. "ANALISIS FAKTOR PENDORONG REALISASI MANFAAT IMPLEMENTASI ERP DI PERUSAHAAN INDONESIA." J@ti Undip : Jurnal Teknik Industri 12, no. 1 (March 22, 2017): 07. http://dx.doi.org/10.14710/jati.12.1.07-14.
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Pengelolaan implementasi ERP pada fase post project yaitu fase ketika ERP telah digunakan secara integral dalam perusahaan, menentukan terealisasinya manfaat dari implementasi ERP, karenanya terkait pengelolaan pada fase post project ini dibutuhkan kajian lebih lanjut untuk mengetahui upaya-upaya merealisasikan manfaat dari implementasi ERP. Penelitian ini bertujuan untuk mengetahui bagaimana mengukur manfaat implementasi ERP dan mengetahui sejauh mana perusahaan-perusahaan Indonesia merealisasikan manfaat implementasi ERP, serta memberikan rekomendasi bagi perusahaan-perusahaan di Indonesia dalam menjalani fase post project agar manfaat dari implementasi ERP dapat direalisasikan. Model pengelolaan pada fase post project yang dikembangkan dalam penelitian ini didasarkan pada penelitian-penelitian sebelumnya yang mengkaji kelompok aktivitas pada fase post project, dimana institutionalized ERP system dan improved ERP system dapat mendorong perusahaan untuk merealisasikan manfaat implementasi ERP.AbstractManagement of ERP implementation phase is the phase when the project post ERP has been used integrally within the company, determine the realization of the benefits of an ERP implementation, hence related to the management phase of this project post further study is needed to determine the efforts to realize the benefits of ERP implementation. This study aims to determine how to measure the benefits of ERP implementation and determine the extent of Indonesian companies realize the benefits of ERP implementation, as well as provide recommendations to firms in Indonesia in carrying out post-project phase in order to benefit from the ERP implementation can be realized. Model management in the post-phase project being developed in this study was based on previous studies that assess the activity group on post-phase project, which institutionalized the ERP system and improved ERP system can encourage firms to realize the benefits of ERP implementation.
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Patalas-Maliszewska, Justyna, and Irene Krebs. "The Impact of Enterprises Systems on Sales Performance: A Study of Erp System Implementations in Polish Smes." Management and Production Engineering Review 5, no. 2 (June 1, 2014): 54–59. http://dx.doi.org/10.2478/mper-2014-0017.
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Abstract While having been the object of numerous studies, the link between ERP implementation and SMEs performance still requires understanding. This paper documents the effect of investments in Enterprise Resource Planning (ERP) systems on a firm’s sales performance and profitability measure such as return on sales (ROS). The models are based on a sample of 240 during time of defined activities in the sales process realized during the each month by 40 knowledge workers in each of 5 Polish SMEs announcements of ERP implementations. Our analysis of the financial benefits of these implementations yields mixed results. Our results are encouraging that we find the business activity that can persistent evidence of sales performance associated with ERP investments. This should help alleviate the companies that some have expressed about the viability of ERP given the highly publicized implementation problems at some firms.
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Wicaksono, Aries, Hery Harjono Mulyo, and Ignatius Edward Riantono. "Analisis Dampak Penerapan Sistem ERP terhadap Kinerja Pengguna." Binus Business Review 6, no. 1 (May 29, 2015): 25. http://dx.doi.org/10.21512/bbr.v6i1.985.
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The background of this research was to determine how the impact of the implementation and use of ERP systems on user performance and the factors that affect the successful implementation of the ERP system so that it can have a positive impact for users of the ERP system after the implementation of ERP systems. This study aims to Knowing whether the implementation of ERP systems on firm performance impact on ERP users in the company and Produce conclusions in the form of an evaluation of the implementation of ERP in the company in order to provide a positive impact on user performance. The model used to evaluate the impact of the implementation of the ERP system is Quantity of Work, Quality of Work, Job Knowledge, Creativeness Cooperation, Dependability, Initiative, personal qualities. The method used in this research is descriptive qualitative method of analytical and evaluative, by analyzing the impact of the implementation of the ERP system to the components of the user's performance. The results obtained are implementing ERP systems have a positive impact on user performance components.
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Garg, Poonam, and Atul Garg. "Factors influencing ERP implementation in retail sector: an empirical study from India." Journal of Enterprise Information Management 27, no. 4 (July 8, 2014): 424–48. http://dx.doi.org/10.1108/jeim-06-2012-0028.
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Purpose – The purpose of this paper is to explore the factors influencing the enterprise resource planning (ERP) implementation success in Indian retail sector. Additionally, the study also addresses the relationship between factors that influence ERP implementation and the success of ERP implementation empirically. Strategic, Technological, People and Project management are the examined factors. Design/methodology/approach – Empirical data were collected through survey questionnaire from practitioner like project sponsors, project managers, implementation consultants and team members who were involved in ERP implementation in retail sector. Findings – The results of the study has empirically verified that Strategic, Technological, People and Project management factors are positively influencing ERP implementation success. All four hypotheses were supported by results of the study. Practical implications – This study will provide valuable insights to researchers, practicing managers and those who are planning to implement ERP in retail organization. Originality/value – Very few empirical studies have been performed to investigate the influencing factor of ERP implementation and types of relationships between factors that influence ERP implementation and the success of ERP implementation in Indian retail sector. This study examines how Strategic, Technological, People, and Project management factors are influencing ERP implementation success in retail sector of India. Therefore, the research can make a useful contribution.
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Qureshi, Mohamed Rafik Noor Mohamed. "Evaluating Enterprise Resource Planning (ERP) Implementation for Sustainable Supply Chain Management." Sustainability 14, no. 22 (November 9, 2022): 14779. http://dx.doi.org/10.3390/su142214779.
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Enterprise Resource Planning (ERP) plays a vital role in an organization’s growth and sustainability in the supply chain. ERP implementations have a mix of critical success factors (CSFs) that are very important. Hence, it is essential to study the CSFs, their mutual influence and their severity in terms of prioritization for the I4.0. The goal of the current study is to identify CSFs for ERP implementations, as well as their interdependence and ranking. The CSFs of ERP deployment were discovered by a thorough analysis of the literature and subsequent input from a group of subject matter experts. Using the interpretive structural modeling (ISM) method, the shortlisted CSFs were modeled, and after that, the matrice d’ impacts croises multiplication appliqué an classement (MICMAC) analysis was used to classify them. The interpretative ranking technique was used to carry out the subsequent prioritization and ranking (IRP). In the present research, the modeling of CSFs for successful ERP implementations was carried out to accomplish much-needed sustainability in the supply chain. The result revealed the three top-ranked CSFs for successful ERP implementations: “Top management support”, “Change management” and “Business process reengineering.” This research can help practicing managers prepare an ERP implementation plan to accomplish sustainability in SCM. Each CSF’s role can be studied in terms of the mutual relationships for its control. This research can also help in prioritizing strategies for optimizing the resources required for ERP implementations.
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Adam, Frédéric, and Peter O'Doherty. "Lessons from Enterprise Resource Planning Implementations in Ireland – Towards Smaller and Shorter ERP Projects." Journal of Information Technology 15, no. 4 (December 2000): 305–16. http://dx.doi.org/10.1177/026839620001500406.
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The enterprise resource planning (ERP) software market has been growing at a very fast pace over the last few years and has been predicted to keep growing rapidly in the long term. This has led to an abundance of media reports on the subject of ERP and to managers wondering whether their companies should implement ERP systems. In order to separate the reality of the ERP phenomenon from the hype that surrounds it, we studied 14 ERP implementation projects in Irish organizations and focused on the key relationships between organizations which attempt to implement ERP systems and their implementing partners. We found that the ERP implementations that are going on in Ireland at the moment are different to the projects that have been reported elsewhere in two key respects. Firstly, the organizations interested in ERP software are, on average, far smaller than the case studies reported in the literature and the majority of the cases we reviewed were small and medium enterprises (SMEs). Secondly, the durations of implementation were far shorter than reported elsewhere. These results are not surprising if one considers the smaller average size of Irish organizations, but they indicate that the ERP movement is truly ready for an extension towards the SME market. They also indicate that the duration of the implementation of ERP software may be related to the size and complexity of the client organization and that SMEs can expect to have an easier time implementing ERPs than the current literature suggests. We also found that software implementers play a key role, not only in technical terms, but also in managerial and political terms, because they can help their clients in correcting their expectations and perceptions of ERP systems and ERP implementations.
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Purwanto, Eko, Prasetyohadi Prasetyohadi, and Firman Dwilaksono Rahardianto. "Implementasi Teknologi Informasi Enterprise Resource Planning (ERP) Studi Pada Perusahaan Kemasan." Jurnal Manajemen dan Bisnis Indonesia 2, no. 1 (October 1, 2014): 38–52. http://dx.doi.org/10.31843/jmbi.v2i1.39.
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The purpose of this research is to test the influences of critical success factors of ERP implementation. The use of variables based on the results of previous research, which directly influences the Top management support, Business Process Reengineering, Effective Project Management and Education and training toward critical success factors of ERP Implementation. The use of these variables can solve the problems in determining appropriate strategies for the successful ERP Implementation. According to Martin (1998) 90% of ERP implementation has been delayed and the success rate is only about 33%. The population used in this research were all ERP users at a packaging company and the sample size is 57 people. Data collection techniques in this research using questionnaires and data analysis technique using Partial Least Square (PLS) which is run with the help of Smart PLS 2.0 M3 software. The analysis showed that Top Management Support and Education and training influence the success of ERP implementation, while the other variables such as Business Process Reengineering and Effective Project Management does not affect the successful implementation of ERP. To increase the success rate of ERP implementation, users on the companies that are or have implemented ERP systems should consider some factors such as Top Management Support and Education and training because these factors shown to affect the success rate of ERP implementation.
Keywords : ERP, Implementation, Information Technology and PLS.
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Sankar, Chetan S. "Factors that Improve ERP Implementation Strategies in an Organization." International Journal of Enterprise Information Systems 6, no. 2 (April 2010): 15–34. http://dx.doi.org/10.4018/jeis.2010040102.
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This paper reports the results of an exploratory research that describes the Enterprise Resource Planning (ERP) implementation experiences of Robert Bosch Corporation over a period of time. In this paper, the author highlights a list of factors that could improve ERP implementations such as large resource commitment to the project, adoption of corporate standards that promote process harmonization, making hard yet important decisions that are irreversible, and top management support. The major contribution of this article is in explaining why the ERP implementation experience at Robert Bosch succeeded in 2004 in contrast to its implementation experience during 1992-1999. The resulting practical implications are discussed.
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Sohrabi, Babak, and Iman Raeesi Vanani. "Collaborative Planning of ERP Implementation." International Journal of Enterprise Information Systems 7, no. 3 (July 2011): 58–67. http://dx.doi.org/10.4018/jeis.2011070103.
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Enterprise Resource Planning (ERP) is the process of optimizing the performance of enterprise business processes through the utilization of integrated IT-based solutions. Such systems are mostly based on best practices gained through years of software analysis, design and deployment in the competitive markets. Planning for enterprise-wide system implementation requires all of the stakeholders to integrate views on considering strategic approaches toward a unified vision on how to develop and improve the collaborative ERP implementation planning process. This paper develops a framework which critically evaluates the final implementation plan based on considerations taken in design science methodology. Using the guidelines provided in this methodology, managers gain the capability of evaluating the overall artifact of planning in the total value system, and also gain the ability to measure the progress of ERP implementation plan based on the provided indicators.
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Panayiotou, Nikolaos A., Sotiris P. Gayialis, Nikolaos P. Evangelopoulos, and Petros K. Katimertzoglou. "A business process modeling-enabled requirements engineering framework for ERP implementation." Business Process Management Journal 21, no. 3 (June 1, 2015): 628–64. http://dx.doi.org/10.1108/bpmj-06-2014-0051.
Full textAbstract:
Purpose – The purpose of this paper is to describe and analyze the benefits of the application of a requirements engineering framework to assist Enterprise Resource Planning (ERP) development. This framework combines the technology-driven and the process-driven approaches for requirements analysis and implementation. Specific business process modeling methods enhance the framework and assist the formulation of the functional specifications of the ERP system and the management of requirements. Design/methodology/approach – A case study strategy was chosen as the most appropriate method to answer the research question and test the theoretical propositions. The case study’s unit of analysis is a Greek manufacturing company and its ERP implementation project. A requirements engineering framework enhanced with business process modeling methods was applied and the results were evaluated using metrics for ERP implementation success. Data were collected using multiple sources of evidences, including interviews with various stakeholders, structured questionnaires, direct observations, vendors’ functionality papers and company’s documentation. Findings – This study proves that the configuration of ERP’s reference models together with the adjustments of organization’s processes, provided through a structured requirements engineering framework can lead to reliable functional specifications, a smooth transition to an ERP system and, eventually, to successful ERP implementation, concerning its alignment with requirements. Research limitations/implications – A single case study is conducted in a typical manufacturing company, providing opportunities for further research in other industries, testing in parallel well-defined requirements and other success factors for ERP implementation. Originality/value – The paper fulfils the identified needs for applied methodologies and frameworks for requirements engineering which can assist successful ERP implementations.