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The consistency among facilitating factors and ERP implementation success: A holistic view of fit
Abstract
Traditionally, various ERP implementation factors have been deemed critical to success within diverse business environments. The interaction relationships among these ERP implementation success factors, however, have been overlooked. The objective of this study is to explore the interaction patterns among the ERP implementation success factors from a covariation (co-alignment) perspective. We conceptualize the “consistency” among the factors that facilitate ERP implementation and evaluate them in terms of their positive impact on successful ERP implementation. The results from a field survey of 90 Taiwanese manufacturing firms show that the “consistency” among these facilitating factors of ERP implementation had a significant positive impact on ERP implementation success. The factors examined in this study include vendor support, consultant competence, ERP project team member competence, ERP project manager leadership, top management support, and user support. Implications for managers and researchers conclude this study.
... It is considered as one of the effective solutions for organizations to survive in the face of the increased pressures. In spite of its importance, ERP implementation is a complex social interaction between IT departments and organization top leadership on one side and employees and staff on the other side (Griffith et al., 1999;Wang et al., 2008). It is also a very complicated process that needs high coordination between all organization staff (O'Sullivan and Caiola, 2014). ...
... This is usually very expensive and too complicated to be managed. That is why; an organization should select the ERP software that functions well (Wang et al., 2008). There are numerous ERP packages for organizations to choose from. ...
... These include Microsoft, Oracle, Netsuite, Adonix, and SAGE. Whatever the package an organization chooses, this must be frequently updated in order "to improve the fit between business and system" (Wang et al., 2008). Second, the ERP team should have the technological and administrative competence to deal with different problems and making other employees motivated to use and be familiar with the new system. ...
Numerous studies have been concerned with investigating the key success factors (KSFs) of implementing ERP systems. Very little has been done. However, on the social impacts of technological innovations and, more particularly, ERP implementation processes on employees and work environment. As this, this study seeks to understand the impact of implementing ERP systems on the work environment and employees’ careers with a focus on Higher Education institutions in Saudi Arabia. The study is based on a quantitative and qualitative analysis of data collected from the survey, interview, and organizational documents. Results indicate that employees’ negative perceptions of the impact of the implementation of the ERP system on their social life and work environment have a close relationship to their satisfaction with the new system. For the successful implementation of the new system, this study suggests that employees’ concerns and problems should be considered. This can be done by means of more employee involvement and effective training. ERP researchers and designers are finally recommended to find solutions that are more tailored to the needs and convenience of the employees and the workforce. Organizations and institutions are also recommended to create a proper working environment prior to and during the ERP implementation processes. Although the study is limited to the Saudi Higher Education institutions, the findings can be extended to the other departments and Ministries.
... In overall, different organizations have different top management perceptions for when the right time for conducting an ERP upgrade project is. Prior literature on ERP implementation has proven that top management supports are critical for the success of the implementation project (Wang, Shih, Jiang, & Klein, 2008). Likewise, getting the supports and commitments from the top management are crucial as upgrade causes changes in an organization and these require strong leaderships for change management (Jimenez & Lee, 2011). ...
... They are as shown in Table 2. The key concepts or independent variables considered are the incentives factor (Khoo & Robey, 2007), symbols attached to an ERP system (Khoo et al., 2011;Ng & Tan, 2004), similarity between a firm and a new ERP system business processes (Ng, 2013;Wang et al., 2006), and supports from top management (Wang et al., 2008); and the dependent variable is the ERP upgrade decision, i.e. upgraded willingly versus unwillingly, a.k.a. forced upgrade. ...
... Likewise, our empirical results here also suggest that the similarity between a firm and a new ERP system business processes has a strong impact on an ERP upgrade decision (proposition-2). This is consistent with the prior studies related to ERP system implementation success (Wang et al., 2008) and post-implementation system use success (Ng, 2013). However, symbols attached to an ERP system do not seem to be a strong differentiating-or salient-factor for the ERP upgrade decision (proposition-3). ...
This chapter is based on four case studies and the findings are based on three rounds of qualitative data coding. This study finds that the type of business benefits expected to be derived from an ERP upgrade project, and the similarities between a firm and a new ERP system business processes have a strong impact on an ERP upgrade decision. Strategic business benefit has a relatively high impact on the upgrade decision than the managerial and operational business benefits. In contrast, symbols attached to an ERP system and top management supports are not salient factors influencing the ERP upgrade decision. However, based on further analysis of the pattern-matching of cause-effect relationships tested in this study, this research suggests that top management supports are necessary but not a sufficient factor to justify for an ERP upgrade, when there are lack of strategic business benefit incentives and similarity between a firm and a new ERP system business processes. This also indicates that ERP upgrade decisions are made rationally rather than habitually and socially defined.
... Denolf et al. (2015), Hwang (2011) and Mukkamala (2013) S7 Increased use of external consultants Consultants provide additional skills and knowledge; support both progress and quality in SCIT implementation. López and Salmeron (2014) and Wang et al. (2008) S8 Developing standardised process and systems ...
... The vendor determines the SCIT system standard, provides the maintenance team for software installation and offers various technical services. This result is consistent with Wang et al. (2008) that a good vendor who can present software design or customise the software to meet the organisation demand is the key success factor in ERP implementation. Moreover, this result is also consistent with Ngai et al. (2012), who researched the success factors of RFID adoption and López and Salmeron (2014), who also identified that vendor is the important factor, which affects the ERP system efficiency. ...
... The result of this work is consistent with the work by Wang et al. (2008), which surveyed the manufacturing companies in Taiwan and found that the success factor for ERP implementation was external consultants who can communicate with users and make the users understand the business process. This result is also supported by López and Salmeron (2014). ...
The objective of this research is to rank the barriers and to find the solutions of supply chain information technology (SCIT) adoption of analytic hierarchy process (AHP) and fuzzy technique for order preference by similarity to an ideal solution (fuzzy TOPSIS). Many researchers focused on the process of IT implementation, but they did not know what the critical factors that led to the successful IT implementation in SCM were. In this research, there are two phases. Firstly, data were collected from large enterprises in the industrial sector participating in the promotion of applying an IT project. Barriers and solutions were analysed and ranked. Important barriers are individual, project, supply chain, strategic and technological barriers, respectively. The most appropriate solutions of SCIT adoption are increasing use of external consultants and selection of the appropriate vendor team. Next, a case study was used to test and validate the results.
... The presence of key teamwork elements is indispensible to the success of projects: common purpose, interdependence, clear roles and contributions, member satisfaction, mutual and individual accountability, empowerment, and realization of synergies (Sheard and Kakabadse, 2004). An effective ERP team is often consisted of members who are not only technical competent and understanding business process, but also has the ability to interact with others and resolve conflicts (Wang, et al., 2008). The presence of key teamwork elements is even more important for a cross-functional team as often seen in ERP project to succeed (Wang et al., 2008;Nah et al., 2003;Remus, 2007;Somers and Nelson, 2001;Umble et al., 2003). ...
... An effective ERP team is often consisted of members who are not only technical competent and understanding business process, but also has the ability to interact with others and resolve conflicts (Wang, et al., 2008). The presence of key teamwork elements is even more important for a cross-functional team as often seen in ERP project to succeed (Wang et al., 2008;Nah et al., 2003;Remus, 2007;Somers and Nelson, 2001;Umble et al., 2003). An ERP adopting firm should ensure that teamwork capability be readily available in order to help enhance the direct influence of organizational fit on ERP project success. ...
... For instance, subject matter expertise is one primary contributing factor for ERP project success. Many ERP projects fail because the vendor lacks of the ability to construct an enterprise system that aligns with business strategy and meets user requirements (Wang , 2007;Wang et al., 2008). As ERP grows in complexity and scope, project success relies more or less on vendor's competence in analyzing user requirements, providing training, transferring knowledge, and upgrading systems. ...
... It can also reduce the knowledge load that complex technology like ERP can bring to the adopting firm (Infinedo, 2011) and "quality burden" from client firm's participants. Attewell's (1992) theory of technology diffusion and learning has focused on the role of external expertise in reducing the knowledge gap in ERP implimentation process (Wang, Shih, Jiang, & Klein, 2008in Infinedo, 2011. ...
... The successful transfer of knowledge in ERP implementation from external expertise to ERP adopting firm depends on relationship management among the external experts and clients (Wang et al, 2008). These relationships are manifestation of growing "alliances" in business to business (B2B) and demonstrate the recognition of 'co-creation of value' (Gulati, et al, 2009(Gulati, et al, , p. 1213. ...
Implementation process of Enterprise Resource Planning is highly socio-technical factors dependent. ERP implementation management is highly knowledge intensive which makes its implementation a highly complex and interactive process. In view of this complexity ERP implementation is outsourced to ERP consultants. However, the client firms are called upon to participate as a strategic partner during this partnership. This study presents partnership practices of one case organization where consultants and clients firms co-create value through specific behavioral factors. The value co-creating behaviors identified are critical in strengthening the outsourcing partnership and determining the level of success of ERP implementation and value delivery of such projects. Researchers took an interpretive approach to conduct this study and found that an effective experience of value-co-creating behaviors of participants in ERP implementation outsourcing have the potential of transforming value chain of technology adoption process into high or low business value co-created from client's and vendor's partnership. It would result in ERP system quality. It is contingent upon the personality trait of self-development of participating individuals. It is likely to motivate partners to contribute in interactive interdependencies like ERP implementation. The author further propose that when organizational, technical, individual and social factors complement each other, they are likely to result in system quality which is very important value delivery of such partnerships. Hence, value co-creation behaviors are of great relevance to interactive relationships in B2B context and play an important role in moving partners beyond task performance to extra role behavior. Considering the external factors of motivation of such behaviors, top management support and governance mechanism can also be focused in future studies as determinant of participants' motivation and ultimate differential performance in resource management in B2B outsourcing context and augmented value co-creating behaviors of consultant and client firms' employees.
... It has been suggested that new information systems (IS) often fail due to implementation weaknesses rather than technology shortcomings (Kemp & Low, 2008). Accordingly, over recent years, some researchers have provided valuable insights into the process of ERP implementation (e.g., Abdel-Kader & Nguyen, 2011;Soja, 2008;Soltani, Elkhani, & Bardsiri, 2014;Subramanianh & Hoffers, 2005;Wang, Shih, Jiang, & Klein, 2008) and others reported a set of Critical Success Factors (CSFs) or Critical Failure Factors (CFFs) in ERP projects (e.g., Amid, Moalagh, & Zare Ravasan, 2012;Hanafizadeh, Gholami, Dadbin, & Standage, 2010;Khattak et al., 2013;Kini & Basaviah, 2013;Nour & Mouakket, 2011;Rouhani, Ashrafi, & Afshari, 2013;Zhang, Lee, Huang, Zhang, & Huang, 2005). ...
... Organizations implement ERP systems to meet predetermined corporate goals and improve functional and organizational goals (Al-Mashari, Al-Mudimigh, & Zairi, 2003;Davenport, 1998Davenport, , 2000Yusuf, Gunasekaran, & Abthorpe, 2004) and postimplementation ERP success means that these systems could help organizations to meet their goals and achieve potential benefits (Wang et al., 2008). ERP implementation is not the final goal but is an important milestone to start continuous improvements in organizations (Yu, 2005). ...
Enterprise resource planning implementation is a costly project that tends to face serious challenges. Thus, it is essential to perform the success assessment at the post-implementation stage of an ERP project to evaluate how much the system has succeeded in achieving its predetermined objectives. This chapter proposes an extended framework for assessing a firm's ERP post-implementation success. The factors contributing to the success assessment have been adapted from the original model of Ifinedo et al., which encompasses service quality, system quality, information quality, individual, workgroup, and organizational impact surrogates. Also, a new surrogate of inter-organizational impact proposed in this research. Using this model, the firm's ERP system success can be determined and the required improvement projects can be proposed to promote the success level. The proposed model is then applied to a real international company in the field of manufacturing and supplying turbines to measure the firm's ERP post-implementation success. Finally, the results of the assessment are discussed.
... A synthesis of ES and management literature yielded 10 measures commonly used in evaluating firm performance arising out of ES deployments (Mabert et. al., 2003;Soja, 2006;Wang, Shih, Jiang, & Klein, 2008;Madapusi & Ortiz, 2014) -inventory management, information availability, information quality, standardization, on-time delivery, profitability, return on investment (ROI), user satisfaction, customer satisfaction, and competitive advantage. A 7-point Likert type scale ranging from 1 (disagree) to 7 (agree) was used to obtain data for each of the 10 performance measures. ...
... The most significant group of individuals in the adoption of an enterprise system is the top management. Top executive views and degrees of support have a huge impact on the attitude or involvement of organizational internal IT department in embracing such systems [32]. The willingness and active support from senior executives in the post-implementation stage play an essential role in the general orientation of internal employees of the organizational IT department. ...
Although numerous case studies have determined the critical success factors (CSFs) for enterprise resource planning (ERP) during adoption and implementation stages, empirical investigations of CSFs for ERP in post-implementation stages (after going live) are in scarcity. As such, this study examined the influence of top management support and vendor support as CSFs on the post-implementation stage of ERP systems in small and medium enterprises (SMEs) established in the Kingdom of Saudi Arabia (KSA). A total of 177 end-users of ERP systems from two manufacturing organizations in KSA that had implemented on-premises ERP systems were involved in this study. Data gathered from structured questionnaires were analyzed using SmartPLS3 and SPSS software programs. The regression analysis was performed to assess the correlations among the variables. Out of seven CSFs identified from the literature, the impact of top management support was significant on user training, competency of internal Information Technology (IT) department, and effective communication between departments, but insignificant on continuous vendor support. Meanwhile, continuous vendor support had a significant influence on continuous integration of the system, but insignificant on user interfaces and custom code. The study outcomes may serve as practical guidance for effective post-implementation in ERP systems. Referring to the proposed research model, ERP post-implementation success in KSA was significantly influenced by top management support, whereas continuous vendor support displayed a substantial impact on the continuous integration of ERP systems.
... However, to the best of our knowledge, the ERP success literature has not adequately taken into account the multi-stakeholder perspective, despite its relevance to the topic. [38] IS success model by [39] Organisational Organisational benefits/impacts [40][41][42][43][44][45][46] - [47] ES success model by [48] [25] (organisational benefits at plant level) ...
Despite remarkable academic efforts, why Enterprise Resource Planning (ERP) post-implementation success occurs still remains elusive. A reason for this shortage may be the insufficient addressing of an ERP-specific interior boundary condition, i . e ., the multi-stakeholder perspective, in explaining this phenomenon. This issue may entail a gap between how ERP success is supposed to occur and how ERP success may actually occur, leading to theoretical inconsistency when investigating its causal roots. Through a case-based, inductive approach, this manuscript presents an ERP success causal network that embeds the overlooked boundary condition and offers a theoretical explanation of why the most relevant observed causal relationships may occur. The results provide a deeper understanding of the ERP success causal mechanisms and informative managerial suggestions to steer ERP initiatives towards long-haul success.
... A major recurring factor found in ERP implementation is consultant support (Sherry and Corbett 2007;Grabski and Stewart 2007). ERP consultant provides various services such as providing technical upgrades and business expertise, enhancing learning capabilities of client, helping in preparing technical specification of ERP software requirement, offering technical knowledge on the software, on the job training of users, streamlining procedures and protocols of the organization with system modules, providing assistance in customization and configuration of the system and suggesting appropriate solutions to adoptive customers (Nah et al. 2001;Wang et al. 2008). Alhakbani and Mohammed (2012) have analysed through their case study various consultant responsibilities, roles and scope of work involved for hiring ERP consultants in Saudi Arabia. ...
Enterprise Resource Planning (ERP) projects are risk prone due to software complexity, budget overruns, long duration, poor project delivery and a broad range of organization transformation processes. Companies are hiring experienced external consultants to achieve successful implementation of ERP system. Proper selection of ERP consultant is challenging task for any top management of organization because consultant fees accounts a major portion of project cost and this problem may be considered as Multi criteria decision-making problem. This article presents the hybrid approach of Fuzzy Analytical hierarchy process (F-AHP) and COPRAS-G in selection process of ERP consultants. F-AHP is used to obtain the weight of selection criteria and COPRAS-G is used to get the final ranking of consultants based on utility degree. The proposed model is illustrated with a numerical example whose data has been collected from survey in Indian industries. Finally, sensitivity analysis was performed to determine the robustness of the approached. The result of F- AHP highlights that reputation, ERP project experience and partner of ERP vendor and cost is an important selection criterion for selecting consultant and rank reversal problem has been greatly reduced by COPRAS-G. This proposed hybrid technique is quite flexible and provides efficient decision making in the selection of an ERP consultant.
... Among e-procurement systems, ERP uses computer technology for connecting different functions such as accounting, inventory control, financial operations, supply chain, and human recourses in the whole company. It is important to identify the overhead costs of implementing ERP which requires complex processes and social interaction between different sectors and organisations (Wang et al., 2008). According to the previous definitions, the aim of ERP system is to facilitate information sharing, business planning and decision making based on the organisational expansion. ...
... O resultado dessa análise fornece informações sobre a situação atual dos processos que foram analisados, considerando necessidades e possíveis ajustes na gestão (FONTANA & LAROZINSKI, 2009). Wang (2008) afirma que devido à complexidade dos sistemas ERP, elevados custos de investimento, barreiras de implantação e imposição de mudanças radicais na organização, esses sistemas têm apresentado significativas falhas. Um aspecto salutar para que o ERP alcance eficazmente os objetivos organizacionais é o amadurecimento organizacional e preparação da empresa para as transformações, definindo claramente as necessidades e compatibilizando-as aos objetivos do negócio. ...
A necessidade de melhoria contínua dos processos das organizações visando a otimização dos resultados e a sobrevivência em um mercado altamente competitivo e dinâmico, tem impulsionado os investimentos das empresas em Tecnologia da Informação (TI) e neste cenário as organizações têm buscado sistemas ERP (Enterprise Resource Planning) capazes de potencializar a sua eficiência operacional a partir da otimização dos seus processos. O objetivo deste artigo é realizar uma análise da influência do grau de maturidade de gestão processos de uma organização como fator crítico para o sucesso na implantação de um sistema ERP através de revisão sistemática. Para tal, foi realizada uma revisão sistemática, por pesquisa de palavras-chave referentes nas bases estruturadas Scopus, ScienceDirect e SciELO, com o intuito de elencar artigos com aderência à questão. Das obras literárias encontradas, resultou-se na seleção de seis artigos, os quais foram analisados e incluídos na revisão elaborada. Pode-se constatar que o grau de maturidade em gestão de processos nas organizações é um fator chave para o sucesso de projetos de implantação de ERP.
Palavras Chave: Maturidade-Processos-ERP-Gestão-Revisão Sistemática
... The TOE framework is insufficient in its descriptive capacity of the adoption of technology, while it can be realized in the circumstance of EDI adoption where nearly half of the levels of EDI acceptance fluctuation stay mysterious (Musawa & Wahab, 2012). Similarly, Wang et al. (2008) claimed that the TOE framework partakes uncertain key concepts, as well as TOE framework variables that fluctuate in context. Therefore, certain variables, such as sociological variables, psychological variables, technical readiness should be integrated to advance the TOE framework, factors notable to the nation setting, for example, government strategy/guideline, innovation framework and culture (Hossain & Quaddus, 2011;Zhu et al., 2004). ...
It has been evident that innovative technologies have evolved in the past few decades, notably, in the computing discipline. As a result, technology adoption models and theories are deemed vital to business organizations to assess if end users are ready and accept new technologies. Therefore, requirements to review prevailing technology adoption models and theories which seek to assist business organizations to assess the readiness and acceptance of these new technologies, otherwise, such initiatives become obsolete and do not support core business processes, as it was originally intended. This paper reviews three technology adoption models relevant to information systems and information technology studies on the latest technologies such as ERP, cloud computing, and other systems implemented in business organizations. The study could assist to analyse the acceptance and utilization of new technologies. It can also be used to improve such models and theories in the adoption of new technologies.
... Among e-procurement systems, ERP uses computer technology for connecting different functions such as accounting, inventory control, financial operations, supply chain, and human recourses in the whole company. It is important to identify the overhead costs of implementing ERP which requires complex processes and social interaction between different sectors and organisations (Wang et al., 2008). According to the previous definitions, the aim of ERP system is to facilitate information sharing, business planning and decision making based on the organisational expansion. ...
The aim of this study is to determine and separate the critical uccess
factors (CSFs) of enterprise requirements planning (ERP) into causes and effects. For this purpose, literature has been reviewed and the branches of a bank have been selected. Based on a pair wise comparison questionnaire relevant to the decision making trial and evaluation (DEMATEL) technique; the collected data has been analysed. Findings indicated that project management, education, commitment and support of the senior managers are among the cause variables and technology infrastructure, planning and business
perspective, communications, change management, and participation of the groups are among the effect variables. By applying the approach of this study, service firms such as banks and particularly the studied bank can better implement their ERP projects.
... essential company investment and accordingly be subject to a detailed investment calculation (Marbert et. al., 2001). Such project would only be successful if it produced net value added, running up to the end of its useful life Ribeiro, 2012a, Umble et. al., 2003). Only then will the investment pay off and the company should decide in favor of it (Wang et. al., 2008). Otherwise, alternative investment opportunities should be seized. Such economic considerations allow companies to survive and prosper. ...
... According to Al-Mashari (2000), approximately 70 percent of ERP projects fail to accomplish their pre-determined objectives. This indicates high levels of complexity of such systems compared to other systems, which necessitates basic organizational changes (Wang et al., 2008). ...
Regarding existing pressures for effectiveness and performance improvement, there is a steep rise for the establishment of Enterprise Resource Planning (ERP). Unfortunately, failure rate for successful ERP establishment is high. Thereupon, evaluation of organizations’ preparedness to ensure organizational capabilities aimed at reaching desired outcomes is of paramount importance. The current research is intended to suggest Step-wise Weight Assessment Ractio Analysis (SWARA) method and assess the preparedness of our case study, i.e. the University of Mazandaran, for successful ERP implementation. Related factors impacting on the accomplishment of the ERP system were identified from former studies and weighted according to a hierarchical structure using our suggested methodology. After receiving numerical results, the preparedness of the University of Mazandaran for successful ERP implementation was calculated when the final weights were determined. Results showed that motivations required for ERP establishment as well as processes and IT infrastructures are average, while the influencing cultural factors, protective factors, and capabilities of the organization are weak.
... However, in categorizing an enterprise as micro, it means that businesses can be classified by means of their sizes. The National Policy on micro, small and medium enterprises MSMEs adopts a classification based on dual criteria: employment and assets (excluding land and buildings), as follows: (2003) ICT based studies has been successful (Wang & Shih, 2008). This model was tested and found to account for 70% of the variance in usage intention and adoption. ...
Information communication technology (ICT) adoption has been recognized as an important factor in enterprise performance across nations. This study sought to examine the effect of ICT adoption on micro enterprises (ME) performance in Nigeria. The study employed survey research design, through the administration of structured questionnaires to 400 owners or chief executives of micro enterprises in Nigeria. The questionnaire was validated by some academics, while pilot study was conducted to test the reliability of the instrument, by distributing the questionnaire twice within an interval of two weeks; the correlations of the first and second study gave a Cronbach alpha of 0.79, which indicated that the instrument is reliable. The results from the model estimation through OLS with the aid of STATA version 14 revealed that ICT adoption (measured by ICT performance expectancy and ICT social influence) have positive and significant effect on micro enterprises financial performance (measured by revenue). It is therefore recommended that micro enterprises should adopt ICT towards the enhancement of their financial performance.
... The implementation of ERP as in implementation exceeds 178% of the budget, requires 2.5 of the time specified, and only 30% provides benefits [26]. Other studies have shown that 90% show delays in implementation and there is always an additional set of budgets [24]. ...
ERP implementation is a way to improve competitive advantage, and ERP is one of the factors that affect the company's performance. However, many studies reveal that many companies trying to implement ERP failed although in the end many were successful. To achieve its success, several key factors to be considered include top management support, effective project management, business process reengineering, hardware and software selection, education and training, and vendor support. This study aims to explore the key of successful implementation of ERP in state-owned enterprises in Bandung, Indonesia. Related to state owned enterprises that have failed and succeeded in the implementation of ERP, the effective management project analysis has a significant influence on the success of system implementation while top management support, business process reengineering, hardware and software selection, education and training and vendor support have no effect on the success of ERP implementation. However all variables studied simultaneously have effects on the success of ERP implementation.
... However, despite the huge investment in ERP implementation, the benefits of ERP post implementation are not guaranteed (ERP Report, 2015). Many businesses have realised that the ERP implementation has not always been successful (He, 2004;Sun, Yazdani, & Overend, 2005;Wang, Shih, Jiang, & Klein, 2008). Yu (2005) noted that a number of studies have evidenced that the expected benefits cannot be easily obtained from the ERP during the post implementation stage. ...
This study examines the effect of Enterprise Resource Planning (ERP) post implementation on employees’ performance in Small Medium Enterprises (SME) in Malaysia. Specifically, this study relies on the DeLone and McLean’s information system success model that proposes three quality dimensions namely, system quality, information quality and service quality in examining the effect of ERP post implementation on employees’ performance in SMEs. Using a questionnaire survey on 117 respondents that have experience in ERP, this study shows that out of the three qualities of ERP, system quality and service quality have a significant positive effect on employees’ performance in the SMEs. This study shows that information quality does not have a significant effect on employees’ performance in Malaysia. This study contributes to the information system literature and provides information regarding the quality dimensions which could help managers or ERP providers to assess the success of their ERP implementation.
... ERP refers to those ISs that aim for both standardization and integration of the business operations (Gattiker and Goodhue, 2005). The latest generation of ERP commercial software packages often integrate information from finance, accounting, human resources, operations, supply chains, and customers (Wang et al., 2008). The main role of standardization is to enforce the data consistency and the connections of activities related to certain business processes that occur simultaneously in various functions (Gattiker and Goodhue, 2005;Chou and Chang, 2008). ...
... While efforts have been made to formulate general (causal or process) models for ISD project failure (e.g. Biehl, 2007;Cooke-Davies, 2002;Lee and Xia, 2005;Lyytinen and Hirschheim, 1987;Wang et al., 2008), they have tended not to hold in most real-life situations due to the unique contexts of actual ISD projects (Davison and Martinsons, 2016). ISD project distress, as an alternative framing, lends itself more towards acknowledging the complex and contextual nature of signals, sources and dynamics of emerging problems and ways of problem identification, exploration and resolution of distress that are context-sensitive rather than fully generalized and abstracted. ...
High failure rates of information systems development (ISD) projects continue to trouble organizations and information systems practices. Such a state of affairs has been of great concern for the information systems discipline for decades, motivating information systems researchers to focus on and extensively study ISD project failure. However, the increasing complexity and uncertainty of ISD projects and contemporary system development processes are challenging ISD project failure scholarship. In this article, we ask the questions: What are the contributions and weaknesses of the extant ISD project failure/success literature? What are potential avenues to move the ISD literature forward? To answer these questions, first, we present a literature review that assesses research contributions within the major perspectives on ISD failure (i.e. rationalist, process and narrative). While the extant research within all perspectives make significant contributions to knowledge, we find that researchers remain preoccupied with ‘project failure’ as an end state of an ISD project. They pay little attention to problematic situations arising during ISD projects before they become failed projects. Based on the review and critique of the literature, we then argue that there is a significant benefit in extending research focus from ISD project failure to ‘ISD project distress’, which we define as a harmful project condition involving dynamic and fluid constellation of critical problems that are difficult to identify, understand and resolve. While ISD project distress is an increasingly perilous and consequential phenomenon, little is known about its nature and potential responses. Drawing from the sensemaking literature, we propose a multilevel theoretical framework for understanding the nature and sources of ISD project distress that provides a foundation for exploring early detection and timely response. We demonstrate the theoretical and practical relevance of the concept of ISD project distress and propose a corresponding research agenda.
... In an environment characterized by globalization and the emergence of an information economy, any business needs an information system (IS) capable of providing complete and effective support in operational and strategic management to support its adaptation to the requirements of a turbulent context. For this, companies are constantly investing in IT to improve their performance, especially in a context where the only certainty is uncertainty, IS are supposed to provide a strategic advantage for companies as a lever of performance and transformation of organizational processes (Bharadwaj 2000, Wang et al. 2008, Santhanam & Hartano 2003, Muhanna & Stoel 2010. For this purpose, a survey which was conducted by the association of IS users in Morocco in 2012 found that the Moroccan company dedicates 0.86% of its turnover to the IS budget. ...
The question of assessing the contribution of information systems (IS) to performance is a field of investigation still little explored in Morocco. While basing itself on the strategic alignment model, a quantitative study was conducted among managers of Moroccan companies of different sizes and operating in different sectors of activity, to assess the contribution of IS to performance in an alignment perspective. Structural equation modeling was used to conduct our confirmatory analysis. The results demonstrated that IS alignment has a positive impact on the company’s performance. In this sense, the choice of IS must be made taking into account the strategic objectives, the organizational and technological infrastructures of companies that wish to achieve better levels of performance. However, the tested model showed the absence of a good interaction between the managers of the Moroccan companies, a fact which did not allow a further improvement of the process of alignment.
... Ease of integration has to be the main characteristic of an ERP for it to be taken as a genuinely enterprise-wide system [60]. A flexible ERP system is one that provides ease of integration and communication with other systems [61]. Major ERP vendors are constantly using their knowledge, abilities and energies to ensure performance enhancement through increased functionality in their products to the benefit of themselves, the market and their customers [62]. ...
The evaluation of Enterprise Recourse Planning (ERP) systems for performance enhancement in public sector organizations is a crucial concept due to its different nature from private concerns. The objectives of the study are to explore the relationship of common performance enhancement factors in the context of the gap between the real and ideal Enterprise Recourse planning performance of public sector organizations in Pakistan, and to explore the overall difference between the ideal and real Enterprise Recourse planning performance in those organizations to provide some guidelines to the public sector in Pakistan. The difference between the ideal i.e. the expectations of organization before implementing ERP and the real performance of ERP in Pakistani Public sector organizations is the main source of identifying the impact of common performance indicators on ERP overall performance. Different researches have been conducted to find critical success factors in various areas of Enterprise Recourse planning, like strategic, managerial, technical and contextual factors, but the impact of common factors that affect the Enterprise Recourse planning performance as a whole has never been investigated. Little research has been conducted on the performance factors especially in large-scale public sector organizations in developing countries like Pakistan. We performed data analysis considering descriptive statistics, reliability analysis, correlation analysis both in ideal and existing situations and paired sample t-test. We found based on paired sample t-test that there is no gap between ideal and existing ERP systems for time and database variables, and there is gap between ideal and existing ERP system for functionality, user-friendliness, flexibility, reliability, service, vendor support and overall performance of the ERP system deployed in the government sector of Pakistan.
... 30 Effective vendor support includes adequate and highquality technical support during and after implementation, sufficient training provided for both the project team and staff users, and positive relationships between all parties in the project. 31 Additionally, there should be adequate knowledge transfer between the vendor consultants and the clients, which can be achieved by defining roles, achieving shared understanding, and enhancing relationships through competent communication. 32,33 In the case of library-system implementations, vendor support is particularly important because of the complexity of each new generation of the system and the library personnel's knowledge gap in understanding the nuts and bolts of the new system. ...
p>Integrated library system (ILS) supports the entire business operations of an academic library from acquiring and processing library resources to making them available to user communities and preserving them for future use. As libraries’ needs evolve, there is a pressing demand for libraries to migrate from one generation of ILS to the next. This complex migration process is often the single largest investment in both budget and personnel involvement, but its success is by no means guaranteed. We draw upon enterprise resource planning (ERP) and critical success factors (CSFs) literature to identify the most salient CSFs for ILS migration success through a qualitative study with four cases. We identified that top management involvement, vendor support, user involvement, selection process, project team competence, project management and tracking, interdepartmental communication, data analysis and conversion, user education and training, and user emotion management are the CSFs that determine a migration project success.
Keywords: Integrated library systems, information systems, library automation, critical success factors, and academic libraries.</p
... Reference defined the term 'system integration' as 'the capability to integrate a variety of different system functionalities' [40]. Ideally, organizations view ERP as a single solution covering all business functions [41]. ...
Effectiveness and efficiency of ERP execution is depending on the organization implementation. Every company
that embarks on ERP execution will definitely hope that the execution will be success and effective. The concept of
Critical Success Factors (CSFs) early emerged in 1961. Many studies have been conducted in order to analyze on
the most CSFs. Few only intended directly to focus on organizational performance. A conceptual model will be
developing to show the relationship between all the selected CSFs towards organizational performance in making
sure the successful of ERP implementation in the organization. Systematic Literature Review (SLR) has been done
in order to gain the CSFs. Completely target CSFs will be list out and traceability matrix table will be produce due
to the priority of organizational performance. Pilot study has been conducting to proof the conceptual model
suggest. A questionnaire has been distributed to 30 industry respondents. Results from this questionnaire survey
than will demonstrate either the CSFs is really effect the successful execution of ERP in organizational
performance or need to do changes based on the outcome. This paper proposes specific CSFs that influence
directly to ERP execution success towards organizational performance. These will be very useful to organization
in order to check on the organizational performance towards the successful implementation of ERP.
Resumo Este estudo tem por objetivo os benefícios esperados e problemas encontrados na implantação de sistemas integrados de gestão-Enterprise Resource Planning (ERP) no contexto de micro e pequenas empresas (MPEs). A pesquisa de campo contemplou um levantamento (tipo survey) junto a 69 empresas atuantes no Brasil. Os resultados encontrados na pesquisa foram baseados através da estatística dos testes estatísticos de hipóteses e análise descritiva dos dados coletados, onde se pôde destacar alguns benefícios esperados pela maioria das empresas pesquisa na utilização dos sistemas ERP, tais como: possibilidade de integração entre os departamentos, o acesso à informação em tempo real, a centralização do controle da informação, a facilidade de acompanhamento dos indicadores da empresa, o auxílio na tomada de decisões e a melhora na qualidade das informações. Na análise sobre os problemas encontrados pelas MPEs, destaram-se os pontos em que a equipe de implantação deve demandar maior esforço com o objetivo de minimizar o impacto negativo na implantação de sistemas ERP, sendo: a dependência de um único fornecedor, a necessidade de adequação do pacote aos processos da empresa, o alto custo de customização do pacote e a necessidade de mudança da cultura da empresa. A pesquisa contribuiu para fornecer subsídios que pudessem auxiliar a melhorar a chance de sucesso na implantação de sistemas ERP nas pequenas empresas brasileiras.
Abstract This study aims at the expected benefits and problems found in the implementation of integrated management systems-Enterprise Resource Planning (ERP) in the context of micro and small companies (MPEs). The field research included a survey (type survey) with 69 companies operating in Brazil. The results found in the research were based on the statistics of statistical hypothesis tests and descriptive analysis of the collected data, where it is possible to highlight some benefits expected by most research companies in the use of ERP systems, such as: possibility of integration between departments, access to information in real time, centralized control of information, ease of monitoring company indicators, assistance in decision making and improvement in the quality of information. In the analysis of the problems encountered by MSEs, the points where the implementation team should demand greater effort with the objective of minimizing the negative impact on the implementation of ERP systems, are highlighted: the dependence on a single supplier, the need to suitability of the package to the company's processes, the high cost of customizing the package and the need to change the company's culture. The research contributed to provide subsidies that could help improve the chance of success in the implementation of ERP systems in small Brazilian companies. 1.
Scholars and practitioners have long tried to understand the antecedents and consequences of information technology (IT) assimilation. Studies suggest that top management support is an important driver of IT assimilation; however, this broad takeaway provides little substantive guidance to researchers and practitioners. We also have a limited understanding of whether and when IT assimilation creates business value. We take stock of this literature with a meta-analysis. We found that top management support is positively related to IT assimilation, and assimilation is in turn positively related to the business value of IT. We also found that explicit support does not have any special effect on IT assimilation (compared to implicit support) and may not be related to business value at all. However, our results indicate that IT assimilation has a stronger effect on business value at the process level (versus firm level) and for enterprise IT innovations (versus function IT innovations). Finally, we found that support-assimilation and assimilation-value relationships are stronger in high (versus low) power distance cultures. Our collective findings can facilitate future research and help practitioners navigate IT assimilation initiatives.
Despite various advantages of Knowledge Management Systems (KMS), a number of factors have been said to be responsible for its failure. The study aims to investigate the reasons of failure in implementation of KMS in Malaysia. Knowledge managers of listed companies in Kuala Lumpur Stock Exchanges (KLSE) constitute the sample society of the study. For analysis of data and testing hypotheses, T-Student Test and Friedman are employed. The results show that expert knowledge, economic factors, infrastructures, rules and regulations, political factors and organizational and managerial factors contribute to failure of attempts for implementation of KMS in Malaysia. Also, in prioritizing the factors, it was highlighted that professional knowledge is the factor with first priority, and, rules and regulations represent the last priority.
In this study the authors provide a comprehensive literature survey of user involvement in information system projects. Specifically, the authors document and summarize user involvement by identifying studies that investigate user roles and activities, selection of users, type of communications used, and timing and level of their involvement. The authors review papers that employed various research methods and empirical studies whose models incorporated moderating and mediating factors, longitudinal studies, focus groups and case studies. The authors document the conditions favoring selected topics, models and metrics as well as highlight the contradicting results not supporting user involvement. This study constitutes an initial and systematic documentation of user involvement in information system projects and presents the opportunity to further improve the research in this subject area by leveraging findings and limitations of the current literature.
Preparing organizations and assessing their readiness to implement enterprise systems is a growing agenda in information systems research. This chapter examines the challenges that face the preparation of organizations' stakeholders in managing and supporting the implementation and using enterprise systems in an Arabian Gulf context. The chapter points out the major issues that have been identified by enterprise systems' professionals such as: lack of business and IT strategies, continuous top management support, insufficient training, inefficient communication procedures, inefficient change management and cultural barriers. To overcome these challenges, the chapter suggests that the preparation should not be limited to end users since the preparation of other stakeholders, such as top managers, project manager and project teams, is essential to successfully implement and use the enterprise system. Based on insights gained by empirical research with enterprise systems professionals, the chapter recommends a number of factors that need to be considered. These have been grouped into the categories of: organizational, managerial, technical, external, and human/social factors.
Enterprise resource planning (ERP) systems have been implemented in most organizations for few years. But most of the organizations cannot really expose promised benefits of ERP systems. One of the reasons might be ERP users who do not accepted and use ERP system properly. In IT/IS literature organizational users have been exposed as important factor, which has influence on IT/IS acceptance and usage. Technology acceptance model (TAM) proposed by Davis (1989) has been most widely used model for researching user acceptance and usage of IT/IS. While this research is not the first attempt to apply TAM to ERP context, the authors of this chapter aim to make more contributions to the topic. First, they focus on the ERP system use in routine (mature) stage, and because of that, they use construct extended use instead of actual use. In the latest research of ERP system usage, the relationship between work compatibility and usefulness has been examined. New relationships between work compatibility and attitude toward using ERP system have been added. In all TAM studies regarding ERP context, a small number of external factors have been researched. The groups of external factors that have influence on ERP extended usage have been researched. The proposed model has been empirically tested using data collected from a survey of 293 ERP users in 44 organizations across country.
Preparing organizations and assessing their readiness to implement enterprise systems is a growing agenda in information systems research. This chapter examines the challenges that face the preparation of organizations' stakeholders in managing and supporting the implementation and using enterprise systems in an Arabian Gulf context. The chapter points out the major issues that have been identified by enterprise systems' professionals such as: lack of business and IT strategies, continuous top management support, insufficient training, inefficient communication procedures, inefficient change management and cultural barriers. To overcome these challenges, the chapter suggests that the preparation should not be limited to end users since the preparation of other stakeholders, such as top managers, project manager and project teams, is essential to successfully implement and use the enterprise system. Based on insights gained by empirical research with enterprise systems professionals, the chapter recommends a number of factors that need to be considered. These have been grouped into the categories of: organizational, managerial, technical, external, and human/social factors.
Enterprise resource planning (ERP) solution implementation is a complex process, that requires substantial resources and efforts, and yet the results are very uncertain. The ERP hype has already reached SMEs, so the authors have examined the strategies, methods and critical success factors from SMEs point of view. The results of our survey in SMEs in Slovenia have shown that SMEs have to pay attention to different critical success factors in different phases of the implementation process. Moreover, there are differences in implementation process as opposed to large companies. Case studies of two SMEs have shown similar results. Recommendations for future SME implementations and comments of our findings can be found in conclusion.
In this study the authors provide a comprehensive literature survey of user involvement in information system projects. Specifically, the authors document and summarize user involvement by identifying studies that investigate user roles and activities, selection of users, type of communications used, and timing and level of their involvement. The authors review papers that employed various research methods and empirical studies whose models incorporated moderating and mediating factors, longitudinal studies, focus groups and case studies. The authors document the conditions favoring selected topics, models and metrics as well as highlight the contradicting results not supporting user involvement. This study constitutes an initial and systematic documentation of user involvement in information system projects and presents the opportunity to further improve the research in this subject area by leveraging findings and limitations of the current literature.
The implementation of an Enterprise Resource Planning System (ERP) is a risky and high cost action, even more when we are dealing with small and medium sized enterprises. Although many studies have shown the importance of paying attention to critical success factors in ERP implementations, there is still a high degree of failures and bad experiences around ERP implementations.Most literature has shown experiences of success and failure coming from large sized firms. But there is a lack of information of what has happened in the area of small and medium size firms, and for some economies, they are essential.In this chapter, we try to show a model containing the main elements that can better explain the degree of success and of failure in ERP implementations by providing examples mainly affecting to the circumstances of small and medium size firms.In our model, we propose 5 main groups of variables affecting final results in ERP implementations.
This study aimed at identifying the impact of critical success factors of enterprise resource planning system (ERP) on organizational performance. The study used an empirical study to achieve its objectives; the study sample consisted of 170 employees who were randomly amounted of ERP users in the Islamic International Arab Bank. The empirical data were analyzed and results of the study showed a high significant effect of ERP critical success factors (support of senior management, the efficiency of the IT department, ERP vender's support) on organizational performance. The study recommend that organizations must prepare its work system before applying the ERP system, by getting a good support from the senior management, and preparing the human resources in order to guarantee a good application of ERP system, the management also must has a clear strategies for judging its corporate performance.
In a global competitive environment, organizations invest heavily in human resources and technology to add value to their operations. One of the most important of the technological investments of the organizations is the Enterprise Resource Planning systems which require high cost and time. These systems are computer-based modular systems that allow real-time data access as well as integrating all the business processes, departments and functions of the enterprise on a central database. Taking into account the time, cost and effort involved, effective process management and human resources planning are crucial to maximize benefits of the system.
The complex nature of Enterprise Resource Planning systems in terms of technological, economic, sociological and psychological aspects has motivated researchers to work on this field. Research in previous times seems to be mainly concerned with the technological aspects of the system. However, studies in later periods have revealed that the perception and attitudes of users, who are sociological elements of the system, are an important factor affecting the success of the system at a level that cannot be ignored. The complex nature of human perceptions and attitudes is influenced by many internal and external variables. A number of models have been developed by researchers to identify these variables that affect the perception and attitudes of users and the system's success and utility. The most important of these and the most commonly used in research are Technology Acceptance Model, Unified Theory of Acceptance and Use of Technology, Diffussion of Innovation, DeLone and McLean Success Model and Technology, Organization, Environment Model.
In the post-implementation phase which factors in terms of technological, organizational and environmental dimensions affect the benefits of the Enterprise Resource Planning system according to the end-user viewpoint and what level these factors effective on the user value was examined with a Partial Least Squares Structural Equation Model in this study. The system end users of the companies using Enterprise Resource Planning System, whose shares are traded in Borsa Istanbul 100 index, constitute the universe of this research. In order to answer the questions of the research, 11 latent variables, which were determined on the basis of the literature survey and constituted the structural model, were measured with 65 observed variables constituting the measurement model. Independent latent variables in the technological dimension of the research are Information Quality, System Quality and Service Quality. Independent latent variables in the organizational dimension are ERP Knowledge And Learning, User Self-Efficacy, Shared Belief, KKP-iş uyumu. The independent latent variable in the environmental dimension is the Coordination factor. The ERP User Value variable using in the study is a second-level latent dependent variable that is explained and predicted by the help of the impact on business, the impact on the internal efficiency and the impact on coordination latent dependent variables.
The measurement tool used in the field research was developed by using the scales which were tested for reliability and validity in previous studies. The data obtained (n=26) with a pre-test for the reliability and validity test of the questionnaires translated from English to Turkish have been analyzed by SPSS and Smart PLS 3.2.7. statistical package programs. As a result of the data analysis, it was determined that the scale is reliable and valid. The data obtained from the final study (n=163) were prepared for the analysis by SPSS 24.0 statistical package program and the relationships between the variables included in the model and the hypotheses were analyzed with path analysis and bootstrapping procedure provided by Smart PLS 3.2.7. which is partial least squares structural equation model package program. As a result of the analysis, it has been concluded that the ERP System Quality and ERP Service Quality exogenous latent variables in the technological dimension, the Shared Common Beliefs and ERP-Job Relevance exogenous latent variables in the organizational dimension, and finally the Coordination exogenous latent variable in the environmental dimension, have a statistically significant effect on the ERP User Value which is second order endogenous latent variable.
Keywords: Enterprise Resource Planning (ERP), User Value, Technology – Organization – Environment Model (TOE), Partial Least Squares Structural Equation Model (PLS-SEM)
Küresel rekabet ortamında işletmeler işlemlerine değer katabilmek için yoğun bir şekilde insan kaynaklarına ve teknolojiye yatırım yapmaktadır. İşletmelerin başvurduğu teknolojik yatırımların en önemlilerinden biri de yoğun maliyet ve zaman gerektiren Kurumsal Kaynak Planlama sistemleridir. Bu sistemler, işletmenin tüm iş süreçlerini, bölümlerini ve işlemlerini merkezi bir veri tabanı üzerinde bütünleştiren, gerçek zamanlı veri ulaşımına imkân veren bilgisayar tabanlı modüler sitemlerdir. Katlanılan zaman, maliyet ve harcanan çaba dikkate alındığında sistemin faydalarından en üst seviyede istifade edebilmek için etkin bir süreç yönetimi ve insan kaynakları planlaması son derece önemlidir.
Kurumsal Kaynak Planlama sistemlerinin teknolojik, ekonomik, sosyolojik ve psikolojik yönlerden karmaşık doğası, araştırmacıları bu alanla ilgili çalışmalara sevk etmiştir. Önceki zamanlarda yapılan araştırmaların ağırlıklı olarak, sistemin teknolojik yönleri ile ilgili olduğu görülmektedir. Fakat daha sonraki dönemlerde yapılan çalışmalar, sistemin sosyolojik unsuru olan kullanıcıların algı ve tutumlarının da göz ardı edilemeyecek boyutta sistem başarısını etkileyen önemli bir unsur olduğunu ortaya koymuştur. İnsan algı ve tutumunun karmaşık doğası birçok iç ve dış değişkenler tarafından etkilenmektedir. Kullanıcıların algı ve tutumlarını dolayısı ile sistem başarısını ve faydalarını etkileyen bu değişkenlerin tanımlanabilmesi için araştırmacılar tarafından bir takım modeller geliştirilmiştir. Teknoloji Kabul Modeli, Birleştirilmiş Teknoloji Kabul ve Kullanım Modeli, Yenilik Yayılım Modeli, DeLone ve McLean Başarı Modeli ve Teknoloji, Organizasyon, Çevre Modeli bunlardan en önemlileri ve araştırmalarda en sık kullanılanları olarak öne çıkmaktadır.
Bu çalışmada; nihai kullanıcılar açısından, uygulama sonrası aşamada, Kurumsal Kaynak Planlama sistemlerinden elde edilecek faydaları etkileyen faktörlerin neler olduğu ve bu faktörlerin kullanıcı değerini hangi seviyede etkilediği teknolojik, örgütsel ve çevresel boyutlar kapsamında, Kısmi En Küçük Kareler Yapısal Eşitlik Modeli ile incelenmiştir. Borsa İstanbul 100 endeksinde hisseleri işlem gören ve aynı zamanda Kurumsal Kaynak Planlama Sistemi kullanan işletmelerde çalışan sistem kullanıcıları bu araştırmanın evrenini oluşturmaktadır. Araştırmanın sorularına cevap verebilmek için literatür taraması neticesinde saptanan ve araştırmanın yapısal modelini oluşturan 11 adet gizli değişken, araştırmanın ölçüm modelini oluşturan 65 adet gözlenen değişken ile ölçülmüştür. Araştırmanın teknolojik boyutunda yer alan bağımsız gizli değişkenler; Bilgi Kalitesi, Sistem Kalitesi ve Hizmet Kalitesidir. Örgütsel boyutta yer alan bağımsız gizli değişkenler; KKP Bilgisi ve Öğrenilmesi, Kullanıcı Öz Yetkinliği, Ortak İnanç, İşe Uyum ve Uygunluktur. Çevresel boyutta yer alan bağımsız gizli değişken ise Koordinasyon faktörüdür. Araştırmada yer alan Kullanıcı Değeri değişkeni ikinci düzey bir gizli bağımlı değişken olup model içerisinde İş Üzerindeki Etki, İç Etkinlik Üzerindeki Etki ve Koordinasyon Üzerindeki Etki değişkenleri yardımı ile açıklanmakta ve tahmin edilmektedir.
Araştırmada kullanılan ölçme aracında önceki çalışmalarda kullanılmış geçerliliği ve güvenilirliği test edilmiş ölçeklerden yararlanılmıştır. İngilizce’den Türkçeye çevrilen ölçüm aracının güvenilirliği ve geçerliliği için gerçekleştirilen ön testte elde edilen verilerin (n=26) analizi neticesinde ölçeğin güvenilir ve geçerli olduğu saptanmıştır. Nihai araştırmada elde edilen veriler (n=163) SPSS 24.0 istatistik paket programı ile analize hazırlanmış ve modelde yer alan değişkenlerin ilişkileri ile önerilen hipotezler kısmi en küçük kareler yapısal eşitlik modeli paket programı Smart PLS 3.2.7 yol analizi ve ön yükleme prosedürü ile sınanmıştır. Yapılan analiz neticesinde ölçeğin ölçüm (dışsal) ve yapısal (içsel) güvenilirlik ve geçerlilik şartlarını sağladığı belirlenmiştir. Teknolojik faktörler boyutunda yer alan; KKP Sistem Kalitesi, KKP Hizmet Sağlayıcı Kalitesi, örgütsel boyutta yer alan; Paylaşılan Ortak İnanç Ve KKP-İş Uyumu ile çevresel boyutta yer alan Koordinasyon bağımsız gizli değişkenlerinin, ikinci düzey bağımlı gizli değişken KKP Kullanıcı Değerini istatistiki olarak etkilediği sonucuna ulaşılmıştır.
Anahtar Kelimeler: Kurumsal Kaynak Planlaması (KKP), Kullanıcı Değeri, Teknoloji – Organizasyon – Çevre Modeli (TOÇ), Kısmi En Küçük Kareler Yapısal Eşitlik Modeli (KEKK-YEM)
Enterprise system (ES) implementations are unique in their scope to encompass information transfer and standardization across an entire organization. The ES has become a ubiquitous software product essential for many organizations. A successful ES implementation requires integrating multiple projects, over a wide time span, led by managers across diverse functions and interests. The single project principles proven useful for the development of less complex systems require an upgrade to account for the need to integrate the activities and outputs of the multiple projects in an ES implementation. In particular, the set of goals must move all projects to deliver the ES scope while expending only the allocated resources available to an organization. Based on the literature of social interdependence theory, we develop a model to examine teamwork behaviors in the context of an ES implementation. Specifically, goal interdependence among the multiple ES projects fosters promotive interteam behaviors of monitoring across ES project teams and ES project team adaptability, which, in turn, lead to higher levels of implementation performance. The model holds true according to data from a sample of key participants in recent ES implementations in small to medium Chinese enterprises. Interdependent goals allow for a degree of functional independence while pursuing goals important to the organization as a whole.
ÖZGÜR ÇARK DÜNYA veya daha güncel bir ifade ile küresel köy, bilgi teknolojilerinde yaşanan gelişmelerin hayatın tüm noktalarını derinden etkilediği zamanları yaşamaktadır. Bu etkkleşim isanların gündelik hayatının hemen hemen her noktasında yaşanmaktadır. Sabah gözlerini açar açmaz başlayan insan-teknoloji etkleşimi gözlerini tekrar kapayana kadar hemen hemen her saniye devam etmektedir. Çoğu kişinin sabah uyandığında ilk işi, komidinin üzerindeki telefona uzanıp onu şarjdan almak ve e-postalarına, mesajlarına ya da o günkü haberlere ve gündeme dair gelişmelere göz atmak olmaktadır. Arabasına bindiğinde navigasyonla olan etkileşim, kahve almak için hediye puan kampanyaları ve şifreleri ile devam etmektedir. İşte bu insan-teknoloji etkileşiminin en ciddi boyutlarda yaşandığı ortamların başında ise iş yerleri gelmektedir.
This paper is a literature review of articles on implementation of Enterprise Resource Planning (ERP) in public sector with a focus on developing countries. The aim of the paper is to present an in depth understanding of the implementation of ERP systems in developing countries public sector. It intends to help researchers interested in the topic to have a single source of reference, and to understand the state of ERP implementation in developing countries public sector. A systematic literature review methodology was adopted for an in-depth review of journals, conference proceedings and reviews. The review covered a range from 1998 to 2018; 72 were related to public sector. Developing countries contribute only 5% to the ERP research in public sector. The major themes identified include genesis of ERP, implementing ERP, CSF for implementing ERP, ERP implementing frameworks/methodologies, impact of ERP on Business Processes, ERP market, ERP cost and failure, and ERP trends. Findings on each theme are discussed. Areas are recommended that need to be understood in context of developing countries public sector; external and internal opposing factors, specific CSF/CFF, ERP implementing framework/methodologies, Total Cost of Ownership, ERP integration and ERP framework/architecture to ensure successful implementation of ERP and reduce cost.
L’objet principal de cette thèse concerne le Dossier Patient Informatisé (DPI) dans les hôpitaux, et plus particulièrement les difficultés d’usage après la phase d’implémentation.Notre démarche visait à concevoir, à partir des connaissances académiques en Système d’Information, une méthode permettant aux acteurs de terrain d’agir sur une problématique spécifique. Concrètement nous cherchions à savoir comment améliorer les situations de « misfit », c’est à dire les situations dans lesquelles les professionnels de santé considèrent l’usage du DPI comme inadapté à leur métier.Pour ce faire, nous avons cherché à comprendre le bilan mitigé du DPI dans la littérature en utilisant les travaux d’Adler & Borys (1996) sur le caractère dual de la formalisation du travail induite par la technologie (habilitante ou coercitive). Une technologie habilitante permet de positionner un utilisateur comme source de solutions, alors qu’une technologie coercitive tend à le considérer comme source de problèmes.Dans le premier manuscrit portant sur l’autonomie des professionnels de santé face au système d’information hospitalier, nous avons conclu sur la nécessité d’une formalisation de type habilitante pour améliorer l’usage du DPI. Dans le deuxième manuscrit, nous avons montré que dans les exemples d’expériences négatives du Dossier Patient Informatisé rapportés dans la littérature, il était possible de mettre en évidence les différents aspects d’une formalisation coercitive. Pour argumenter sur le caractère dual de la formalisation du travail induite par le DPI, nous avons rapporté dans le troisième manuscrit une étude empirique illustrative. Nos données montrent que pour un même DPI, dans un même hôpital, il peut exister des îlots de formalisation habilitante. En sortant du seul domaine d’application de la santé, nous avons approfondi les travaux sur la conceptualisation du misfit entre processus d’affaires et Système d’Entreprise (SE) de Strong & Volkoff de 2010, en utilisant les concepts d’affordance et d’actualisation d’affordance utilisés par les mêmes auteurs en 2013 et 2014. Le quatrième manuscrit présente donc un modèle original permettant d’analyser l’usage des technologies de l’information pour un processus d’affaires donné sous la forme d’une combinaison d’actualisations, de non-actualisation ou d’actualisations partielles de multiples affordances du système d’entreprise par de multiples acteurs. Dans une perspective réaliste critique, le misfit est alors la perception par un individu ou un groupe d’individus que cette combinaison ne répond pas à l’ensemble ou à une partie des objectifs du processus de façon satisfaisante. Nous rapportons ensuite comment, dans le cadre d’une recherche-action, nous avons utilisé ce modèle pour améliorer l’usage d’un DPI en post-implémentation dans un hôpital. L’analyse d’une situation de misfit selon notre méthode permet une recombinaison, en recherchant une suite cohérente d’ajustements techniques et organisationnels acceptables pour toutes les parties prenantes et dont l’agencement permet bien la disparition du misfit initial, mais aussi de l’ensemble des misfits révélés pendant l’analyse. Cette recombinaison aboutit alors à une formalisation du travail présentant toutes les caractéristiques d’une formalisation habilitante.La discussion de la thèse aborde les conditions du succès de la méthode, le choix des situations sur lesquelles l’appliquer et les perspectives de recherche qui en découlent.
Efficient use of enterprise resource planning systems is the only way to achieve competitive advantage in many industries. However, many reports indicate high failure rate of ERP implementation projects and the lack of access to benefits and advantages that enterprises have expected from ERP deployment. Managers are concerned about being ready to deploy such a system. Despite its enormous cost, implementing enterprise resource planning systems fail in practice. Accordingly, this study aims at providing a model for assessing the readiness of organizations for the implementation of ERP by using fuzzy expert systems. The model is composed of six fuzzy expert systems which are designed at two levels. The first five levels are the factors affecting the readiness of a system to produce the scores for an output. These outputs have been used as input to the final system for assessing the organization's readiness to implement the ERP system. In the design of each fuzzy expert system, fuzzy triangular membership functions were applied that had been selected for increasing the efficiency and ease of use. The Results of the model and its use in Shahid Ghazi Pharmaceutical Company show the status of readiness of the proposed model for ERP implementation. Moreover, the model shows the status of the organizations with regard to each of the factors affecting the implementation of the ERP system.
This article empirically assesses the impacts of the quality dimensions of the enterprise resource planning (ERP) system on the realization of the fundamental business objectives of information systems and perceived usefulness. To assess these impacts, a theoretical model was developed based on the theory of information systems success. The model comprises the quality dimensions of the ERP system and their hypothesized relationships with the realization of the fundamental business objectives and perceived usefulness. To test the postulated relationships, a questionnaire was constructed based on a thorough survey of the information systems literature. The questionnaire was distributed to a sample of 300 end users of the ERP system in a public university in the Kingdom of Saudi Arabia (KSA). The collected data were tested using regression analysis. The findings reveal that information quality has the highest effect on the realization of business objectives, while service quality has the highest effect on the perceived usefulness. These findings indicate that the crucial aspects of both information quality and service quality should receive greater management attention in order to enhance the individual and organizational impacts of the ERP systems. Copyright © 2018, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.
Muito embora seja intensa a utilização da tecnologia da informação pelas organizações, nem sempre os benefícios tecnológicos esperados são alcançados. Neste contexto, muitos pesquisadores vêm buscando melhor compreensão na identificação dos fatores de sucesso ou insucesso no emprego de sistemas de informação. Especificamente na área contábil, os profissionais contábeis se utilizam essencialmente dos Sistemas de Informações Contábeis (SIC) para gerar informações confiáveis aos diversos stakeholders. Diante do exposto, esta pesquisa pretende investigar os fatores críticos que influenciam no êxito dos SIC nas Empresas Prestadoras de Serviços Contábeis (EPSC) do Brasil. O estudo é relevante primeiramente pelo fato da literatura não disponibilizar um modelo específico à realidade dos SIC utilizados em EPSC. Partindo-se da bibliografia pesquisada, detectou-se apenas quatro estudos que avaliam o sucesso de SIC, todavia não têm foco na realidade das EPSC além de se utilizarem de modelos parciais de avaliação do êxito. Por segundo, a relevância do estudo deve-se a não se considerar apenas fatores críticos de sucesso dos SIC, mas os de insucesso, o que é escasso na literatura contemporânea, não obstante sejam de extrema importância para avaliação de sucesso de um sistema. Por meio da análise dos modelos de avaliação de sistemas de informação existentes na literatura, propôs-se um modelo teórico de 11 fatores críticos. Com isso, para concepção do instrumento de coleta de dados da amostra dos usuários de SIC das EPSC, utilizou-se do Método Delphi em duas rodadas com 30 especialistas. Na primeira rodada, os especialistas sugeriram 73 variáveis críticas de sucesso e insucesso para representação dos 11 fatores do modelo teórico. Já na segunda rodada, diante das 73 variáveis indicadas e das 220 variáveis sugeridas pela literatura, requisitou-se aos especialistas a indicação da importância de tais variáveis, resultando em 74 variáveis. Com as variáveis mais expressivas, e questões concebidas para caracterização do respondente, do SIC e da EPSC, iniciou-se a coleta de dados a nível de Brasil, obtendo-se um retorno de 530 respostas completas. Assim, a análise dos dados iniciou-se com a aplicação da análise de equações estruturais, culminando com o modelo validado para medir o êxito dos SIC utilizados pelas EPSC brasileiras, composto de oito fatores críticos de 68 variáveis, o qual explica 68,0% da variabilidade do fator efeito, no caso, os “Benefícios Líquidos”. Adicionalmente, foram comparadas as características da amostra com a avaliação dos oito fatores do modelo. Diante dos achados, algumas das conclusões podem ser indicadas: (i) os SIC possuem particularidades que fortificam a necessidade de um modelo específico para sua avaliação; (ii) constatou-se que o fator “QualidadeS_Satisfação_F2” tem importante potencial de explicação do fator efeito [34,7%]; (iii) o fator “Acessórias_F6” demonstrou ter papel importante na explicação do êxito dos SIC, com 24,9%; (iv) a indicação de variáveis representativas para os constructos teóricos “Qualidade da Informação” e “Qualidade do Serviço” contribuem para a lacuna existente na literatura; (v) comprovou-se a importância das pesquisas que avaliam o êxito dos sistemas de informação considerarem os aspectos sociais, organizações, bem como os fatores de insucesso; e (vi) comprovou-se a relação do êxito dos SIC com a qualidade das informações contábeis. Como principais limitações da pesquisa, tem-se: (i) a porcentagem de explicação do fator efeito; (ii) a predominância das respostas da região Sul e a (iii) limitação temporal. Como indicação de futuras pesquisas, sugere-se especialmente a detecção de novas variáveis e/ou fatores para aumentar o poder de explicação do fator efeito.
This article investigates the individual competences of project managers through a methodological approach that combines a systematic literature review and an analysis of employment opportunities. A comparative analysis of project manager’s competences from the literature and the job advertisements was done. The systematic literature review was the first stage of the research and consisted of adopting methods of bibliometrics and content analysis. The second stage included an analysis of project managers’ competences in the selection process. Thus, five Brazilian recruitment websites and the selection of employees were investigated. Through literature review, it was possible to classify and code competences in four categories (contextual, managerial, technical, and behavioral). The analysis of job advertisements allowed us to identify core competence requirements in the job descriptions and to develop a project manager profile expected by Brazilian organizations.
This research study addressed the issue of the implications of language differences for the Enterprise Resource Planning (ERP) implementation processes in Saudi public universities as a specimen of organizations where employees come from different linguistic backgrounds. In these universities, Arabic is the dominant language for different reasons including linguistic identity and accessibility. ERP units in these universities are required to use Arabic for all the ERP applications, screens, and practices for linguistic identity purposes. There are several employees in these universities who cannot understand Arabic and therefore cannot comprehend the ERP system resulting in problems and difficulties in their work delivery. This study designed a survey in order to investigate the impact of linguistic diversity on ERP implementation and data was collected from 788 participants in 7 Saudi public universities. The rationale of this study is that these Saudi universities have employees from different countries that speak different languages and at the same time require ERP applications, screens, and practices to be done in Arabic. Results clearly indicate that linguistic barriers pose a big challenge to ERP implementation processes and have a negative impact on various ERP implementation practices. It is suggested that universities should select ERP systems that include multi-language capabilities, encourage employees to adopt English as a foreign functional language, and provide opportunities for employees to improve their language skills for the successful implementation of ERP systems.
Ten years ago, we presented the DeLone and McLean Information Systems (IS) Success Model as a framework and model for measuring the complex-dependent variable in IS research. In this paper, we discuss many of the important IS success research contributions of the last decade, focusing especially on research efforts that apply, validate, challenge, and propose enhancements to our original model. Based on our evaluation of those contributions, we propose minor refinements to the model and propose an updated DeLone and McLean IS Success Model. We discuss the utility of the updated model for measuring e-commerce system success. Finally, we make a series of recommendations regarding current and future measurement of IS success.
Although planning is a crucial information management issue, it must be seen as only one facet of an organization's complete program for information technology management. Attention in this article is first directed toward understanding the larger management context within which planning activities are likely to transpire. The paper then describes a vew of planning appropriate for the 1990's and identifies contributions form the information technology (IT) planning literature likely to facilitate IT planning efforts.
Despite growing interest, publications on ERP systems within the academic Information Systems community, as reflected by contributions to journals and international conferences, is only now emerging. This article provides an annotated bibliography of the ERP publications published in the main Information Systems journals and conferences and reviews the state of the ERP art. The publications surveyed are categorized through a framework that is structured in phases that correspond to the different stages of an ERP system lifecycle within an organization. We also present topics for further research in each phase.
This paper describes the impact of Critical Success Factors (CSFs) across the stages of Enterprise Resource Planning (ERP) implementations using the responses from 86 organizations that completed or are in the process of completing an ERP implementation. Our results provide advice to management on how best to utilize their limited resources to choose those CSFs that are most likely to have an impact upon the implementation of the ERP system.
OSERP01New information technologies have brought public sector higher education institutions (HEIs) into increased competition, while their government funding in parallel has been continually eroded. In response to these growing pressures, there has been a call for HEIs to improve operational efficiency and to reduce duplication of resources by implementing advanced information systems that span the institution and improve processes. In response HEIs turned their efforts to implementing complex ERP systems. These systems were seen as the solution to address the growing governmental information requirements and improve competitiveness. But do these systems represent a viable proposition for the diverse higher education sector with its traditionally strong and fragmented structure and culture? This paper investigates whether enterprise resource planning (ERP) systems offer a feasible information system strategy for higher education institutions, using a 'critical success factor' model. Four in-depth case studies were conducted in HEIs that were in the process of implementing ERP systems. Numerous complexities, especially cultural and political, arose in light of the traditional structure of HEIs. The findings suggest that a careful use of communication and change management procedures to handle the often business process re-engineering impact of ERP systems can alleviate some of the problems, but a more fundamental issue concerning the cost feasibility of system integration, training and user licenses may, in the end, impede ERP system utilization.
An ERP implementation is a significant intervention in organisational life. As such, it affects and is affected by many variables including the organisation's culture, decision-making strategies, risk taking orientation, leadership strategies and perceptions of the value of Information Technology. For organisations to achieve business benefit in their ERP implementation, the implementation must be short, raise appropriate issues for business to make decisions on, and effectively implement those decisions.. This paper describes the research program being undertaken to identify the variables that inhibit an ERP implementation.
Purpose
To explore the current literature base of critical success factors (CSFs) of ERP implementations, prepare a compilation, and identify any gaps that might exist.
Design/methodology/approach
Hundreds of journals were searched using key terms identified in a preliminary literature review. Successive rounds of article abstract reviews resulted in 45 articles being selected for the compilation. CSF constructs were then identified using content analysis methodology and an inductive coding technique. A subsequent critical analysis identified gaps in the literature base.
Findings
The most significant finding is the lack of research that has focused on the identification of CSFs from the perspectives of key stakeholders. Additionally, there appears to be much variance with respect to what exactly is encompassed by change management, one of the most widely cited CSFs, and little detail of specific implementation tactics.
Research limitations/implications
There is a need to focus future research efforts on the study of CSFs as they apply to the perspectives of key stakeholders and to ensure that this stakeholder approach is also comprehensive in its coverage of CSFs. As well, there is need to conduct more in‐depth research into the concept of change management. One key limitation of this research is the occurrence of duplication in the frequency analysis of the success factors. This is attributed to secondary research being the main methodology for a large number of the articles cited.
Originality/value
This research provides a comprehensive compilation of all previously identified ERP implementation success factors, through a clearly structured methodological approach.
Enterprise Resource Planning Systems can provide the foundation for a wide range of e-commerce based processes including web-based ordering and order tracing, inventory management, and built-to-order goods. This book examines the pros and cons of ERP systems, explains how they work, and highlights their role at the heart of e-commerce. The author begins by explaining the background to ERP systems and goes on to discuss specific systems and their capabilities. He then focuses on the ERP life cycle, from initial implementation through to the time when the system goes live. After covering the use of ERP in e-commerce, he concludes by discussing the risks associated with the adoption of ERP systems. The book contains several detailed case-studies and will be an invaluable guide to managers and consultants working with ERP systems. It will also be a useful reference for MBA students taking courses in information systems management.
This paper discusses an empirical research aimed at identifying successful leadership styles for managers of Information Technology/Systems projects. The research examined the suitability of transformational leadership in conjunction with other critical success factors. The results indicated that a combination of transformational and technical leadership behaviours augment the effectiveness of transactional leadership leading to high project success. While recognising that there is no one leadership style that is effective in all project situations, the study recommends an underlying yet flexible style characterised by organisational catalyst, intellectual stimulation, behavioural charisma, and contingent reward behaviours for enhanced leadership effectiveness.
The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
Project teams are formed to control the technical challenges and risks in system development. This paper examines the relationship between the various risks of system development and project team performance. The results reveal a significant positive relationship between project team performance and user support and top management support. These findings support the general belief that effective project teams reduce technical risks involved in system development. They also support the concept that success is likely determined by the levels of agreement among users, managers, and information systems (IS) developers. Methods on obtaining user involvement and top management support are recommended.
While it's true that successful implementation of an enterprise resource planning system is a task of Herculean proportions, it's not impossible. If your organization is to reap the benefits of ERP, it must first develop a plan for success. But prepare to see your organization reengineered, your staff disrupted, and your productivity drop before the payoff is realized.
Often, a successful ERP system implementation depends on effective project management. Unfortunately, many ERP systems have been implemented ineffectively. This article reviews the stages of project management as they relate to an ERP system and suggests ways to avoid the mistakes of others.
In a study involving 52 large organizations in the computer components industry, the relationship between information technology structure and organizational competitive strategy was examined. The results indicate that the information technology structure, as measured by the locus of responsibilities for information systems, is strongly related to competitive strategy. For example, an organization with a conservative competitive strategy possesses a more centralized information systems function than an organization with an aggressive competitive strategy. This means that user departments in a conservative organization have less control over their information technology function than user departments in an aggressive organization. These findings provide additional support for the organizational fit concept - that the conformity between information technology structure and overall organizational context variables, including competitive strategy, is instrumental to the successful implementation of information technology systems.
Although the concept of "fit" appears to be a central theme in strategy literature, it has been inadequately defined as it relates to strategic management. A conceptual scheme based on two underlying dimensions-the conceptualization of fit and the domain of fit-is proposed to highlight differences among six schools of thought. Use of the classificatory scheme for addressing theoretical and managerial issues while employing the concept of fit in strategy research is discussed.
The paper presents some preliminary thoughts about leadership and the project-management body of knowledge, and how that body of knowledge provides insight into the role of leadership in the management of projects, and other forms of teams used in contemporary manufacturing organizations. A summary review of leadership is offered, including insight into how the opportunities for leadership in the use of teams has expanded to the point where all members of the teams can become leaders. The limited description of leaders and leadership in the project-management body of knowledge is noted with the suggestion that a more expansive discussion of leadership is needed for the body of knowledge, particularly as it continues to provide guidance in the management of crossfunctional and crossorganizational initiatives.
Recent work in social theory departs from prior traditions in proposing that social phenomena can be understood as comprising both subjective and objective elements. We apply this premise of duality to understanding the relationship between information technology and organizations. We construct a theoretical framework in which the development and deployment of information technology in organizations is a social phenomenon, and in which the organizational consequences of technology are products of both material and social dimensions. The framework is based on Giddens' theory of structuration, and it allows us to progress beyond several of the false dichotomies (subjective vs objective, socially constructed vs material, macro vs micro, and qualitative vs quantitative) that persist in investigations of the interaction between organizations and information technology. The framework can be used to guide studies in two main areas of information systems research- systems development and the organizational consequences of using information technology.
This paper presents a framework that links strategic MIS planning and business strategy and relates it to competitive advantage and company performance. To achieve this objective, the paper first delineates the dimensions of strategic MIS planning, focusing on both content and process issues. The notion of fit within dimensions, between sets of dimensions (process and content), and between MIS planning and competitive strategy is also introduced. Next, employing the Miles‐Snow typology of business strategy, the paper posits normative differences in the dimensions of strategic MIS planning along different business (or competitive) strategies. The implications of our study for both decision makers and scholars are discussed. Propositions that tie competitive strategy, strategic MIS planning, and company financial performance are then presented. The paper concludes by providing direction for future research.
Twenty information resource managers employed by medium to large organizations in diverse industries were interviewed to discover their difficulties in learning top management's objectives and their techniques for overcoming these difficulties. The thirteen difficulties can be viewed as strategic formulation or strategy communication problems. The sixteen techniques can likewise be viewed as facilitating strategy formulation or strategy communication. The research revealed that participants in strategy formulation have no problem understanding top management's objectives while information resource managers who do not participate in strategy formulation do experience that problem.
The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
This paper explores the use of contingency theory in the field of Management Information Systems (MIS). The development of contingency theory in MIS is compared to the development of organization theory. The assumptions of fit, performance as a dependent variable, rational actors, and a deterministic model in both organizational research and MIS research are critiqued. The dominant influence of contingency theory is demonstrated through a review of empirical studies published in J MIS and MIS Quarterly. Of the 177 articles during the period studied, 59 percent were empirical and over 70 percent of these were judged to follow a contingency model. Based on our assessment of this research, we conclude that research in MIS has been hampered by the use of a naive meta-theory, conflicting empirical results with low explained variance, ill-defined concepts of performance and fit, and a narrow perspective of researchers. We give some recommendations for improving the theoretical basis of MIS, including advocating more subjectivist, less functional, and less deterministic research approaches. We also suggest a wider selection of methodologies including qualitative case studies, longitudinal studies, and ethnographic approaches. Finally, we conclude that significantly more theory-building is required in defining the MIS construct.
Clients engage consultants for many reasons, not always successfully. Based on a literature review and client and consultant interviews, this paper suggests six universal factors -- stated as testable propositions -- to help explain consulting engagement success. The factors are consultant integrity -- in particular in putting the client’s interests first, client involvement and readiness to change, a clear agreement concerning requirements and expectations, client control of the engagement -- partly via clear and limited assignments, consultant competence, and a good fit along a number of dimensions -- including models of consultancy, client expectations, consultant capabilities, and consultant type. The paper also addresses the distinction between organisation development consultation and other types of management consulting and concludes that the distinction need not be so sharp.
Purpose
The goal of this paper is to discuss critical success factors (CSF) for implementing enterprise portals by comparing them with CSF for ERP implementations.
Design/methodology/approach
In order to identify and rank CSF for portal implementations, the paper followed a multi‐method design, following a two‐stage approach with the first stage analyzing the state‐of‐the‐art of portal implementation by interviewing portal integrators in Germany and a follow‐up stage with a focus on CSF, thereby identifying and analyzing the CSF for portal (implementation) projects in general and across project stages. Then the findings are compared with the results of a similar study on CSF in ERP (implementation) projects.
Findings
When comparing CSF for portal projects with CSF of ERP projects, some similarities were found but also some differences with respect to top management support, project management, communication, selection of the software package and business process re‐engineering.
Research limitations/implications
There are limitations with regard to the comparability of both studies as both studies used different samples.
Practical implications
Based on these findings, measures to improve the engineering and management of portals can be proposed and developed.
Originality/value
Up to now, there are neither detailed studies focusing on the identification and evaluation of CSF for portal projects nor studies that try to compare portal and ERP projects. The paper tries to fill this gap.
An abstract is not available.
It is cleaaar that eventhough information technology (I/T) has evolved form its traditional orientation of administrative support toward a more strategic role within an organization, there is still a glaring lack of fundamental frameworks within which to understand the potential of I/T for tomorrow's organizations. In this paper, we develop a model for conceptualizing and directing the emerging area of strategic management of information technology. This model, termed the Strategic Allgnment Model, is defined in terms of four fundamental domains of strategic choice: business strategy, information technology strategy, organlzational infrastructure and processes, and information technology Infrastuvture and processes--each with its own underlying dimenslons. We illustrate the power of this model in terms of two fundamental characteristics fo strategic management: strategic fit (the interrelationships between external and internal components) and functional Integration (integration between business and functional domains). More specifically, we derive foru perspectives for gulding management practice in this Important area.
This study empirically evaluates the business performance outcomes of aligning an organization's information technology (IT) competencies with its strategic competencies. Strategic competencies include components such as shared vision, cooperation, empowerment, and innovation, whereas IT competencies comprise connectivity, flexibility, and technological scanning. Top managers from 104 organizations completed a questionnaire analyzed with EQS, a structural equation modeling tool. Based on a covariation approach to alignment, results confirm that strategic and IT competencies alignment significantly enhances perceived business performance.Journal of Information Technology (2004) 19, 178190. doi:10.1057/palgrave.jit.2000020 Published online 10 August 2004
Demonstrates the application of confirmatory factor analysis (CFA) in testing 1st- and higher-order factor models and their invariance across independent groups, using a LISREL (linear structural relations) framework. Data from a study by the 1st author et al (see record
1985-09311-001) gathered from administration of the Self-Description Questionnaire (SDQ) to 658 Australian children in Grades 2, 3, 4, and 5 were used to examine the factor structure. The original study tested theoretical predications about the structure of self-concept advanced by R. J. Shavelson et al (see record
1978-30429-001) and Shavelson and R. Bolus (see record
1982-22201-001). In the present demonstration, CFA indicated that the basic factor model hypothesized to underlie the SDQ provided a good fit to the data across 4 age groups. Model 5, which proposes that there are 2 academic factors at the 2nd-order level that combine with the nonacademic factor to form a General Self factor at the 3rd-order level, was found to provide the best fit. Means and standard deviations for the 28 subscales of the SDQ are appended. (63 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Strategic coalignment - viewed in terms of internal consistency among key strategic decisions or the alignment between strategic choices and critical contingencies posed by either environmental or organizational contexts - is an important theoretical perspective in strategic management. However, extant research is characterized by both poor clarifications of the theoretical meanings of coalignment as well as inappropriate statistical modelling. This article adopts a methodological orientation to examining a general proposition of the performance implications of strategic coalignment among three generic strategy dimensions: marketing, manufacturing and administrative. Such a proposition is evaluated using three seemingly complementary perspectives of statistical modelling: (a) interactionist; (b) profile-derivation; and (c) covariation, and data collected from two hundred business units. The analysis and results generally support the proposition using two of three perspectives, thus raising critical methodological issues relating to multiple specifications of the statistical form of coalignment.
This paper defines and operationalizes eight ERP competence constructs. We define ERP competence as a portfolio of managerial, technical and organizational skills and expertise posited as antecedents to improved business performance occurring after an ERP system is operational and functionally stable. To improve responses to changes in markets and products, manufacturers are increasingly adopting ERP systems. However, anecdotal accounts indicate that the realization of ERP's potential benefits is rare. Because of its pervasive influence on manufacturing and business performance, the need for scientifically developed and tested multi-item scales pertaining to ERP competence is highly relevant to manufacturing strategy research. We follow a two-stage normative process of scale development. First, we identify a portfolio of eight generic constructs that are hypothesized to be associated with successful ERP adoption. Each construct is then operationalized as a multi-item measurement scale by applying a manual item sorting technique iteratively to independent panels of expert judges until tentative reliability and validity is established. Second, we further refine and validate the multi-item scales using survey data from 79 North American manufacturing users of ERP systems.
Approaches that suffer from specification error and unwarranted generalizations are predominant among students of organizational adaptation and have resulted in fragmented and conflicting findings. The simplistic assumptions about organizations implicit in these approaches constrain the predictive power of findings and often prevent insights. It is argued that there exist complex Gestalts among environmental, organizational, and strategy-making variables, and that these Gestalts are relatively few and very different from one another both in terms of the scores of, and relationships among, variables. The Gestalts are expected to allow a richer, more complex, and multifaceted characterization of the process by which organizations adapt and change. They may also constitute enough structure in the data to yield more predictive findings. Some methodological approaches for identifying Gestalts are discussed [1].
This article concerns theories about why and how information technology affects organizational life. Good theory guides research, which, when applied, increases the likelihood that information technology will be employed with desirable consequences for users, organizations, and other interested parties.
But what is a good theory? Theories are often evaluated in terms of their content—the specific concepts used and the human values served. This article examines theories in terms of their structures—theorists' assumptions about the nature and direction of causal influence. Three dimensions of causal structure are considered—causal agency, logical structure, and level of analysis. Causal agency refers to beliefs about the nature of causality: whether external forces cause change, whether people act purposefully to accomplish intended objectives, or whether changes emerge unpredictably from the interaction of people and events. Logical structure refers to the temporal aspect of theory—static versus dynamic—and to the logical relationships between the “causes” and the outcomes. Level of analysis refers to the entities about which the theory poses concepts and relationships—individuals, groups, organizations, and society.
While there are many possible structures for good theory about the role of information technology in organizational change, only a few of these structures can be seen in current theorizing. Increased awareness of the options, open discussion of their advantages and disadvantages, and explicit characterization of future theoretical statements in terms of the dimensions and categories discussed here should, we believe, promote the development of better theory.
The research literature on ERP systems has exponentially grown in recent years. In a domain, where new concepts and techniques are constantly introduced, it is therefore, of interest to analyze the recent trends of this literature, which is only partially included in the research papers published. Therefore, we have chosen to primarily analyze the literature of the last 2 years (2003 and 2004), on the basis of a classification according to six categories: implementation of ERP; optimisation of ERP; management through ERP; the ERP software; ERP for supply chain management; case studies. This survey confirms that the research on ERP systems is still a growing field, but has reached some maturity. Different research communities address this area from various points of view. Among the research axes that are now active, we can, especially, notice a growing interest on the post-implementation phase of the projects, on the customization of ERP systems, on the sociological aspects of the implementation, on the interoperability of the ERP with other systems and on the return on investment of the implementations.
Information system projects are notorious for their failure rate. We propose that much failure is due to a difference in expectations prior to the start of a new system development. Much of the difference in expectations may be in the use of metrics not fully understood by every stakeholder in a new system. Current theory and management practice suggests a better focus on building an understanding of the critical evaluators to develop a common understanding of expectations will improve success rates. Such activity requires broader viewpoints of success and the input of more stakeholders well before any project tasks are conducted. Four studies are summarized that highlight the importance of reaching a priori mutual agreement on the metrics and targets.
Developing technical ‘know-how’ is a slow process that can become a barrier in implementing complex administrative technologies such as a software development methodology. To overcome this barrier, organizations often seek knowledge links that can enhance learning and minimize inevitable problems that are encountered in an implementation process. This paper presents the findings of an empirical study that examines the prescribed versus actual use of external consultants, universities and vendors as knowledge links during the implementation of systems development methodologies (SDM). First, the study assesses the need and value of establishing and utilizing links to external sources of expertise for successful SDM implementation. We then identify and analyze a gap that exists between what the links to external knowledge are perceived to be capable of contributing and what the links to external knowledge are actually contributing during SDM implementation. In conclusion, possible reasons for the gap are discussed.
Enterprise resource planning (ERP) system is one of the most widely accepted choices to obtain competitive advantage for manufacturing companies. However, the successful implementation rate is low and many firms did not achieve intended goals in China. This study develops an ERP implementation success framework by adapting the Ives et al. information systems (ISs) research model and DeLone and McLean's IS success model to identify both critical success factors and success measures. Qualitative case study research methodology is used to collect data and Atlas/ti program is used to facilitate data analysis. Discussion is made finally and suggested ERP systems implementation methodology is given at the end.
ERP implementation, as a change initiative, is a challenge facing any organization and requires strong support from top management and users. However, internal support is inadequate to overcome client deficiencies in the resources and abilities essential to ERP implementation, implying that the assistance of outside experts is inevitable. This study presents a conceptual framework to investigate how human inputs (top management, users, and external consultants) are linked to communication effectiveness and conflict resolution in the ERP consulting process, as well as the effects of these factors on the quality of the system implemented. Through a survey of 85 ERP implementation projects in Taiwanese manufacturers, the study demonstrates that competent consultants can facilitate communication and conflict resolution in the ERP consulting process and assist in improving ERP system quality. The findings indicate that top management support indirectly enhances ERP system quality through its positive effect on conflict resolution in the consulting process. The results also show that high user support enhances communication effectiveness; however, communication effectiveness does not influence conflict resolution and ERP system quality. The implications and the limitations of the study are discussed.
Multinational ERP implementation introduces another dimension of complexity—national differences—into the already complex nature of ERP implementation in the context of global information management. This study reviewed several issues critical to the success of international ERP implementation. Using both case research and secondary data, we examined ERP implementation at several multinational companies in the US, Taiwan, China, and Europe. Our primary purpose was to investigate the dimensions of national differences and how they affect ERP implementation practices across nations. Our findings suggest that language, culture, politics, government regulations, management style, and labor skills impact various ERP implementation practices at different countries. Understanding such effects will enable companies to be more proactive in planning project budget and duration.
Because of their limited number of senior positions and fewer alternative career paths, small businesses have a more difficult time attracting and retaining skilled information systems (IS) staff and are thus dependent upon external expertise. Small businesses are particularly dependent on outside expertise when first computerizing. Because small businesses suffer from severe financial constraints, it is often difficult to justify the cost of custom software. Hence, for many small businesses, engaging a consultant to help with identifying suitable packaged software and related hardware, is their first critical step toward computerization. This study explores the importance of pro-active client involvement when engaging a consultant to assist with computer system selection in small businesses. Client involvement throughout consultant engagement is found to be integral to project success and frequently lacking due to mis-conceptions of small businesses regarding their role. Small businesses often overestimate the impact of consultant and vendor support in achieving succesful computer system selection and implementation. For consultant engagement to be successful, the process must be viewed as being directed toward the achievement of specific organizational results where the client accepts responsibility for direction of the process.
Over the past few years, thousands of companies around the world have implemented enterprise resource planning (ERP) systems. Implementing an ERP system is generally a formidable challenge, with a typical ERP implementation taking anywhere from one to five years. The story of the success of ERP systems in achieving the stated objectives is mixed. Some companies have had very successful implementations while others have struggled. This paper empirically investigates and identifies key differences in the approaches used by companies that managed their implementations on-time and/or on/under-budget versus the ones that did not using data collected through a survey of US manufacturing companies that have implemented ERP systems. Logistic regressions are used to classify on-time and on/under-budget firm groups based on the survey responses and to identify the significant variables that contribute to on-time and on/under-budget implementation performance. The results indicate that many different factors ranging from pre-implementation planning to system configuration influence performance, which managers should be sensitive about when implementing major systems like ERP.
This research examines what factors facilitate or inhibit the success of ERP projects and what actions can be taken to bring troubled ERP projects under control. It uses a case study methodology grounded in business process change theory to compare a successful ERP implementation with an unsuccessful one. Data was collected by conducting interviews at various levels of the subject organizations and by examining their archived records when available. The study proposes that a cautious, evolutionary, bureaucratic implementation process backed with careful change management, network relationships, and cultural readiness can lead to a successful ERP project implementation as opposed to a revolutionary project scope mandated autocratically by top management without organizational readiness and proper change management. Some actions are also recommended that can help bring troubled ERP projects under control.