Successful Enterprise Resource Planning Research Articles

Evaluating the Internal and External Factors Toward ERP Success

The primary purpose of this study is to investigate the role of top management support, government support, the impact of business vision, external expertise and perceived benefits in assessing the success of Enterprise Resource Planning (ERP) system. The study uses survey approach of 150 business firms selected randomly from Brunei Yellow Pages. 45 out of them are practicising ERP for the year and more and are included in this study. Data analyzed by PSW-18 software support the majority of the previous findings that all the contextual variables used are significant, except the top management support. These results are compared with existing studies and the implications of the findings for practice are discussed.

ERP Implementation in Iran: (A Successful Experience in DGC)

Nowadays, the amounts of companies which tend to have an Enterprise Resource Planning (ERP) application are increasing. Although ERP projects are expensive, time consuming, and complex, there are some successful experiences. These days, developing countries are striving to implement ERP projects successfully; however, there are many obstacles. Therefore, these projects would be failed or partially failed. This paper concerns the implementation of a successful ERP implementation, IFS, in Iran at Dana Geophysics Company (DGC). After a short review of ERP and ERP market in Iran, we propose a three phases deployment methodology (phase 1: Preparation and Business Process Management (BPM) phase 2: implementation and phase 3: testing, golive-1 (pilot) and golive-2 (final)). Then, we present five guidelines (Project Management, Change Management, Business Process Management (BPM), Training& Knowledge Management, and Technical Management), which were chose as work streams. In this case study we present lessons learned in Project management and Business process Management. Keywords—Business Process Management, Critical Success Factors, ERP, Project Management.

ERP implementation in the private hospitals of Saudi Arabia

This paper aims at analyzing the current status of enterprise resource planning (ERP) implementation in private hospitals of Saudi Arabia in terms of performance outcomes and challenges of implementation. It also sheds light on relevant issues of interest and identifies pathways for future research. A questionnaire was employed for these purposes. The results indicate that 83% of hospitals have implemented or are currently implementing the ERP system, with a 77% level of success in realizing the literature-reported outcomes and benefits. It takes around 14 months in average to implement ERP, with a relatively low possibility of a major delay (13%). The most frequently selected critical success factor was top management commitment and support. Change management seems to limitedly contribute to the success of ERP in hospitals, which disconfirms results of previous studies. Another area of concern is user training, which was relatively undermined although verbal feedbacks reveal often repeated mistakes and failure issues among users. Other results via bivariate analysis and future research possibilities are presented.

Selection and critical success factors in successful ERP implementation

Purpose – The purpose of this paper is to investigate factors that contribute to the successful implementation of enterprise resource planning (ERP) systems in manufacturing firms. Design/methodology/approach – The qualitative research method was used to study six diverse manufacturing firms in Virginia. A semi-structure method of data collection was used for the analysis. Findings – The ERP software has emerged as a key enabler of system integration in organizations to reduce redundancy, improve efficiency, productivity and performance. Firms implement ERP not only to improve operations efficiency but to be more responsive to the customer needs in the global economy. The findings provide insights on the factors that these large and global manufacturing firms consider to be important to the success of ERP implementation and utilization. Research limitations/implications – The study is limited to large manufacturing firms and does not consider service industries or small and medium enterprises. Practical implications – A considerable amount of time and capital are required for the acquisition and implementation of ERP systems. The results are useful to managers of manufacturing companies who are interested in using, modifying or upgrading an integrative technology software system, such as ERP. Originality/value – This empirical study provides an in-depth analysis of factors that motivate firms to consider ERP systems, factors that are important when acquiring the system, key factors to implementation and cultural adjustments following implementation. To the best of our knowledge, no single study has examined all of these issues in one report.

Critical success factors for ERP implementation in a Fortis hospital: an empirical investigation

Purpose– The purpose of this paper is to examine the success of enterprise resource planning (ERP) implementation based on five identified items, i.e. top management commitment (TMC), user involvement (UI), business process reengineering (BPR), project management (PM) and ERP teamwork and composition (TWC) factors at Fortis hospital, Bangalore, India. It also tests a number of hypotheses and examines the hypothetical relationships among critical success items and success of ERP implementation.Design/methodology/approach– Empirical data were collected via a survey questionnaire/interview technique. A structured interview was planned and conducted with key executives of Fortis hospital who were familiar with success of ERP implementation progress as well as examination of company documentation supported by literature.Findings– A significant relationship was found between TMC, UI, BPR, PM and ERP TWC with success of ERP implementation at Fortis hospital.Originality/value– The value of this paper is that it presents any hospital wishing to implement ERP with a set of critical success factors. Understanding the critical success factors would lead to a smoother implementation in hospital industry. Although as a single case study the ability to generalize the findings is narrow, support from literature and experiences add the knowledge to ERP implementation in healthcare sector in India.

A Moderated Mediation Study: Cohesion Linking Centrifugal and Centripetal Forces to ERP Implementation Performance

A successful implementation of the enterprise resource planning (ERP) system has become a critical facilitator for efficient operations management in enterprises. Due to the ERP system implementations being managed via the group, project team cohesion is often involved in the process of ERP group implementation (Wang et al., 2006). In this study, the researcher attempted to evaluate the effects of team members’ centrifugal and centripetal forces (CCFs) in regard to ERP implementation performance and project team cohesion, which affects the CCFs and successful ERP implementation. The results were investigated from a survey of 305 respondents that was collected from the members of ERP groups in small and medium-sized enterprises (SMEs) in Taiwan. In addition to the centripetal forces being significantly positively related to ERP implementation performance and centrifugal forces not being significantly related to ERP implementation performance, the researcher also found that cohesion moderated the relationships between the CCFs and ERP implementation performance. Moreover, high centrifugal forces through cohesion lead to more successful ERP implementation when there are high centripetal forces than do low centrifugal forces through cohesion. However, the low centrifugal forces through cohesion lead to more successful ERP implementation performance when there are low centripetal forces than do high centrifugal forces through cohesion. In this study, we suggested that enterprises should use cohesion effectively to improve ERP implementation performance.

Diffusion of Innovation Theory and Animplementation on Enterprise Resource Planning Systems

Enterprise Resource Planning (ERP) systems are adopted by many companies. By means of setting up thismanagement information system software, significant organizational activities are accomplished while manyothers remain unachieved. This article grounds on utilization of variables of Diffusion of Innovation (DOI)Theory (Rogers, 2003) in accomplished adoptions of ERP systems. DOI Theory can be carried out in terms ofguiding ERP application. Attained evidences reveal that variables in theory affect ERP success positively aswell as organizational performance. Considering variables of DOI Theory will accelerate the adoption ofinnovation. The major contribution to the science literature of this article is defining the essential buildingblocks of application of ERP software system to the organization.

How “critical” are the critical success factors (CSFs)?

Purpose– The authors aim to examine the literature on enterprise resource planning (ERP) to establish whether the critical success factors (CSFs) for achieving stages of an ERP project have been empirically shown to be “critical”.Design/methodology/approach– The authors used a systematic approach to review 627 refereed papers published between 1998 and 2010 on ERP, from which 236 papers related to CSFs on ERP were selected for analysis. The authors employed procedures from qualitative and interpretive research methods, to analyse and interpret the material using five-step procedure of gathering, categorising, coding, analysing and comparing the data.Findings– Prior studies have identified a large number of CSFs for ERP implementation success or improved performance outcomes. The authors have shown that a limited number of CSFs have been empirically investigated for their role in, and effect on, implementation success or post-implementation performance outcomes. While reporting the factors that have some evidence to support them, the authors question the utility of the general concept of CSFs.Research limitations/implications– The authors' findings question the validity of many of the claimed CSFs and the utility of the general body of literature on CSFs. The authors caution researchers who may plan to use claimed CSFs for ERP in their research to carefully examine the veracity of the claim before proceeding.Practical implications– The findings can help managers to focus their attention, priorities, resources and leadership on managing the CSFs that have been established to be critical for achieving ERP project implementation and/or performance outcomes.Originality/value– The results provide new insights into the usefulness of CSFs and indicate that merely identifying possible CSFs is not sufficient to help with ERP success. Further investigation is required to establish the criticalness of the proposed CSFs before managerial time is devoted to them.

The Organisational Performance Impact Of ERP Systems On Selected Companies

There is a need to determine the performance benefits that firms gain from enterprise resource planning (ERP) systems, and the factors that contribute to success. Consequently, the central research problem is: To determine the impact of ERP systems on organisational performance by analysing achieved ERP benefits within the framework of a suitable performance measurement system (PMS), and to investigate the association between critical success factors (CSFs) and ERP benefits. A list of expected ERP benefits and CSFs is compiled. Performance measurement models are evaluated, and one model is designed to evaluate ERP impact. ERP experts refine identified ERP benefits and CSFs using structured interviews. These are built into a questionnaire, and used to survey South African (SA) companies in manufacturing, mining, and power generation. Results indicate that business benefits are realised by companies that implement ERP systems. By building benefits into the performance measurement model, a positive impact on organisational performance is observed. Although a core list of CSFs is identified, and three associations are found between CSFs and ERP benefits, further research is needed.

Analyzing the effects of information technology on supply chain integration: The role of ERP success mediator

Article history: Received October 28, 2013 Received in revised format 25 November 2013 Accepted 29 January 2014 Available online February 2 2014 This research analyzes the effects of Information Technology (IT) on Supply Chain Integration (SCI) through ERP mediator by proposing a conceptual model among these components. We also hypothesize that three constructs of IT influence on enterprise resource planning (ERP) success and one construct of ERP success influences on SCI. To clarify the relationships among the constructs, structural equation model (SEM) is conducted to examine the model fit and seven hypotheses. The data was collected from three Iranian firms through questionnaire with 23 questions adopted by past researches. The results confirmed that top management support of IT and employees’ general IT skills factors of IT enhance ERP success, and ERP success positively influences on Supply Chain Integration, so these two IT factors influence Supply Chain Integration through ERP success. Our data unsupported negative impact of satisfaction with legacy IT system on ERP success. © 2014 Growing Science Ltd. All rights reserved.

Implementasi ERP Pada UKM dengan Design-Reality Gap Model: Studi Kasus Implementasi SAP B1 di PT CP

.The purpose of this research is to explain the success of Enterprise Resource Planning (ERP) implementation using Design-Reality Gap Model at PT. CP, a small and medium enterprise (SME). This model is designed to explain either the success or a failure the implementation of Information System particularly in most developing countries. This research is a qualitative research using a single case study. Data collection method used is triangulation including First, interviews with consultants and key user involved in ERP implementation at PT. CP. Second, the observation of ERP system in Jakarta headquarter and sales offices in four cities. And third, document analysis on the implementation of SAP B1. Results showed that prior to the ERP implementation, there are considerable gaps in the dimensions of information, technology, and processes. PT. CP managed to reduce the gap by taking radical steps to realize the reality fit with the needs and assumptions in the design. With the success of an ERP implementation in small and medium enterprise, we suggest that knowledge transfer should be a part in the component measure.

An ERP Knowledge Transfer Framework for Strategic Decisions in Knowledge Management in Organizations

Enterprise Resource Planning (ERP) system implementation requires wide range of knowledge from various parties and transferring the right amount of knowledge between individuals during implementation is of paramount importance. Hence, ERP knowledge transfer has been recognized as one of the most essential antecedents for a successful ERP implementation. This study defines an ERP knowledge transfer (EKT) framework for ERP implementations based on empirical findings which also considers strategic decisions to be made during implementation for effective knowledge management (KM). It classifies specific knowledge elements under ERP package knowledge and business process knowledge separately which needs to be transferred between implementation consultants and business users. In addition, key findings inform industry practitioners on how, why and with-what various types of knowledge have to be transferred during ERP project with the effects of knowledge determinants.

The impact of organizational citizenship behavior on enterprise resource planning success

Purpose– Although the research on organizational citizenship behaviors (OCBs) has increased dramatically in diverse fields during the past decade, little is known about the OCBs in the information systems area. The purpose of this study was to explore whether total quality management (TQM) mediates between OCB and enterprise resource planning (ERP) system success.Design/methodology/approach– Data were collected with a questionnaire from subordinates of leaders in steel melting industry in Iran and were used to test the model introduced.Findings– The authors discovered the relationship between OCB and ERP success and the mediating role of TQM in this model.Research limitations/implications– Based on the findings of this study, managers who try for the success of ERP systems can revise their assessment systems through TQM to identify and reward employees who have positive impact in the field of OCB.Originality/value– Limited knowledge is available on the mediating role of TQM between OCB and ERP success in the managing field. The authors prepare a model and test this model in that company.

A Survey Instrument for Identification of the Critical Success Factors for the Successful ERP Implementation at Indian SMEs

Many quantitative and qualitative studies have been conducted on Enterprise Resource Planning (ERP) implementation in Large Enterprise (LEs) and Small and Medium-size Enterprises (SMEs) to capture the full benefits of ERP systems, but a survey instrument for identification of the Critical Success Factors (CSFs) that contribute in the success of ERP implementation at Indian SMEs still does not exist. This paper develops an ERP implementation success survey instrument (questionnaire) by identifying thirty CSFs for the success of ERP implementation at Indian SMEs. This paper proposes a framework in terms of one scenario to explore the 30 CSFs that determine the success of ERP implementation at Indian SMEs. A quantitative survey based method was used to collect the data from the Indian ERP consultants (respondents). The data collected were analyzed using statistical techniques. Respondents are required to respond to each item (statement) on a Likert five point scale of agreement and disagreement. Whole questionnaire is divided in to five parts Cover Letter, General Proforma, Conceptual Framework, Survey Items and One open ended question supported by thank you letter. Findings are discussed for the future work to bridge the current literature gap and provide practical advice for both ERP academics and practitioners.

The Effects of Education on Enterprise Resource Planning Implementation Success and Perceived Organizational Performance

The aim of study is to define education activities which must be taken into consideration while implementing successfully the enterprise resource planning (ERP) software package system in the organization. To analyze the effect of education on the implementation success of ERP systems and organizational performance, the data obtained from 236 firms via mail survey were analyzed using regression. Findings obtained from analysis showed that (1) an increase in education activities increased the implementation success of ERP. (2) Education had a significant effect statistically on perceived organizational performance. (3) An increase in the implementation success of ERP increased the organizational performance significantly and (4) when the implementation success of ERP together with education were taken into consideration in explaining the perceived organizational performance; the variables such as the implementation success of ERP, were significantly meaningful.

The Effects of Education on Enterprise Resource Planning Implementation Success and Perceived Organizational Performance

The aim of study is to define education activities which must be taken into consideration while implementing successfully the enterprise resource planning (ERP) software package system in the organization. To analyze the effect of education on the implementation success of ERP systems and organizational performance, the data obtained from 236 firms via mail survey were analyzed using regression. Findings obtained from analysis showed that (1) an increase in education activities increased the implementation success of ERP. (2) Education had a significant effect statistically on perceived organizational performance. (3) An increase in the implementation success of ERP increased the organizational performance significantly and (4) when the implementation success of ERP together with education were taken into consideration in explaining the perceived organizational performance; the variables such as the implementation success of ERP, were significantly meaningful.

Implementation critical success factors (CSFs) for ERP: Do they contribute to implementation success and post-implementation performance?

Abstract Frequent commentaries in the literature have stated that certain critical success factors (CSFs) have to be accomplished in an organisation for an enterprise resource planning (ERP) system project to be successful. In this study we argue and demonstrate empirically that success in implementing an ERP system and in gaining performance improvement should be conceptualised as two separate dependent variables. The distinction is made because the former aspect is based upon project delivery outcomes, while the latter assesses post-ERP project performance. We question whether some factors labelled as ‘critical’ success factors for ERP projects are in practice actually critical for achieving success in implementation and improving output performance. To examine this we report an empirical study that has investigated whether four major CSFs are in practice critical for achieving organisational performance improvements, and the role that successful implementation may play in influencing the relationship between CSFs and improvements in organisational performance. A conceptual model was devised and then analysed using structural equation modelling based on data collected from 217 organisations. We found that some CSFs were not critical to achieve success in ERP implementation but were critical to help an organisational achieve performance improvement from an ERP system. Additionally, we also found that achieving successful ERP system implementation mediates the degree to which a CSF affects output performance improvement. The managerial and research implications of these findings are discussed and the limitations of the study noted.

Measuring ERP Success as a Function of the User Category at AUC

The novelty in this research stems from coupling the satisfaction and impact of Enterprise Resource Planning (ERP) success with different user categories and not just one model that fits all users. Based on the DeLone and MacLean model of ERP success (1992), several models are proposed, each one corresponding to a different categorized user because those users do not use the same modules/parts of the ERP package. The paper then applies five kin models on five different user categories of the American University in Cairo (AUC) simply to get a flavor of its functionality in an educational setting. Ten attributes were generally used, beginning with quality vis-a-vis the System (SQ), the Information (IQ) and the Vendor (VQ), and how they jointly affect both the User Perception (UP) and Implementation Problems (IP). Together the UP and IP impact Satisfaction that in turn bears upon the impact vis-a-vis Individual (II), Workgroup (WI) and Organization (OI).

Enterprise Resource Planning (ERP) System Implementation: A Case for User Participation

The introduction of an information system such as Enterprise Resource Planning (ERP) system in an organization brings with it changes on how users work. An ERP system cuts across the different functional units of an organization and therefore if not properly managed during its implementation may lead to resistance from the users. The different streams of research on ERP systems have mainly been on ERP adoption, success measurement, and critical success factors (CSFs). There is a paucity of studies on user participation and the contribution of users towards the successful implementation of ERP systems. This paper reviews literature on ERP implementation with an aim of building a case for involving users in this implementation.

Factors contributing to successful ERP implementation in locally-owned and multinational firms in India

This paper aims to explore the factors contributing to the successful implementation of enterprise resource planning (ERP) systems in Indian firms. It also aims to explore the similarities and differences in ERP implementation between locally-owned and multinational companies in India. An in-depth literature review led to identifying 14 factors that contribute to the successful implementation of ERP systems. Using these factors as a basis, a survey was carried out. Data were collected from 56 project managers and business analysts who were involved in ERP implementation in both locally-owned and multinational companies. Findings suggest that business plan and vision, project management and top management support were perceived as three key factors contributing to the successful implementation of ERP systems. Surprisingly, the result revealed no significant differences between locally-owned and multinational companies. Compared to project managers, business analysts seem to give more importance to vendor selection and the appropriateness of information technology legacy systems.