Successful ERP Implementation Research Articles

Implementing an integrated system in a socially dis‐integrated enterprise

PurposeOrganisational integration has been presented as a key imminent outcome of implementing ERP systems. This study aims to examine critically this notion of integration by focusing on the role of the social fabric of the organisation in the implementation of ERP systems and, in particular, its integration capability.Design/methodology/approachThis study examines the case of a successful ERP implementation in a large international organisation through the analytical lens of actor network theory and the introduction of the concept of “organisational othering”.FindingsThe study argues that the institutionalised marginalisation of some business units within the organisation created a highly political and largely dis‐integrated social context for the ERP implementation, which contrasts with the system logic of integration, transparency, and coordination. It reveals that this organisational practice of dis‐integration can be reproduced and inscribed in the implemented ERP system, thereby hindering the realisation of its integration capability.Originality/valueThe research contributes to the emerging critical studies of ERP systems and the ongoing discussion on IS implementation politics and intra‐group conflict by suggesting that configuring integrated systems such as ERP in such a context requires careful consideration and delicate management in order to achieve a workable version of integration that is socially and organisationally acceptable.

ERP implementation: a compilation and analysis of critical success factors

PurposeTo 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/approachHundreds 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.FindingsThe 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/implicationsThere 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/valueThis research provides a comprehensive compilation of all previously identified ERP implementation success factors, through a clearly structured methodological approach.

Organizational culture and leadership in ERP implementation

This paper theorizes how leadership affects ERP implementation by fostering the desired organizational culture. We contend that ERP implementation success is positively related with organizational culture along the dimensions of learning and development, participative decision making, power sharing, support and collaboration, and tolerance for risk and conflicts. In addition, we identify the strategic and tactical actions that the top management can take to influence organizational culture and foster a culture conducive to ERP implementation. The theoretical contributions and managerial implications of this study are discussed.

Success factors in ERP systems implementations

PurposeTo reveal the mechanisms determining the success of ERP implementations on the basis of research conducted among practitioners dealing with ERP projects.Design/methodology/approachA collection of potential ERP implementation success factors was identified. The respondents expressed their opinions concerning the importance of subsequent factors for implementation success and about the factors' appearance in their projects. The synthetic measure of implementation success was constructed and the factors' impact on the implementation project success was examined. Then, the most influential factors for the ERP implementation success were selected.FindingsRecognises the factors that have the greatest influence on implementation success, regardless of the project type. Moreover, the leading roles of certain factors appear among specific project groups. The practitioners do not appreciate the significance of particular factors which have an important influence on project success. Nevertheless, some factors, such as project manager presence, are overestimated. Some differences in perceptions and attitudes between parties involved in an implementation project were revealed.Research limitations/implicationsThe need for further research on the success factors' verification depending on the project type, with possible introduction of additional criteria such as enterprise industry.Practical implicationsThe research outcome is useful for professionals leading implementation projects and those making decisions for the first time on ERP system implementation. The results can be used by practitioners while managing the project and handling people's attitudes.Originality/valueThis paper proves the influence of particular factors on the ERP projects success in certain circumstances, thus giving insight into the genuine mechanisms determining ERP project outcome.

See no evil, hear no evil, speak no evil [enterprise resource planning

A consultant's view on the mistruths in enterprise resource planning implementations is given. Factors for successful ERP implementation are outlined. Basically, ERP implementation problems are the result of a combination of a lack of understanding and application of the basics, and more than anything else, people. Cases of successful MRPII implementations, as well as unsuccessful ones, are discussed.

Theory and practice of systems methodology in ERP implementation

AbstractThe application and evolution of MRP II/ERP can be roughly divided into three stages: the introduction stage, the growth stage, and the maturity stage. A successful ERP implementation requires knowledge on both ERP systems and business management. In implementing ERP, the business processes of those enterprises adopted ERP systems need to be examined. It is important to understand the ERP system itself and the business processes involved with the ERP systems and the enterprises‐adopted ERP systems. In order to resolve issues that may appear in the process of implementing ERP system, this paper proposes that a systematic analysis of those significant factors involved with implementing ERP systems is a necessity, especially if such analysis is conducted in the framework of systems science. Copyright © 2006 John Wiley & Sons, Ltd.

Monitoring User Involvement and Participation in ERP Projects

ERP implementation success is influenced by a large number of factors, which most of the time are difficult to measure objectively. User involvement and participation is one of the most cited critical success factors in ERP implementation projects, and one of the most critical ones for their satisfactory outcome. This study attempts to define a set of metrics for monitoring user involvement and participation within ERP implementation projects by using the goals/questions/metrics method. The results of this work are threefold. First, a literature review is presented on the user involvement and participation topic as related to ERP implementation projects. Second, a framework for monitoring user involvement and participation in ERP implementation projects is proposed. And third, a goals/questions/metrics preliminary plan is proposed to monitor and control user involvement and participation within ERP implementation projects.

Critical factors for successful ERP implementation: Exploratory findings from four case studies

As more and more organizations move from functional to process-based IT infrastructure, ERP systems are becoming one of today's most widespread IT solutions. However, not all firms have been successful in their ERP implementations. Using a case study methodology grounded in business process change theory, this research tries to understand the factors that lead to the success or failure of ERP projects. The results from our comparative case study of 4 firms that implemented an ERP system suggest that a cautious, evolutionary, bureaucratic implementation process backed with careful change management, network relationships, and cultural readiness have a positive impact on several ERP implementations. Understanding such effects will enable managers to be more proactive and better prepared for ERP implementation. Managerial implications of the findings and future research directions are discussed.

Post-Implementation Usability of Erp Training Manuals: The User's Perspective

Training users is critical to the success of ERP implementations. An important aspect of training is documentation in the form of training manuals. However, the effectiveness of the training manuals will depend on their perceived usability. in this study, data on users' perceptions of ERP training manuals, more than two years post-implementation, are analyzed for usability dimensions of task support, learnability, navigation, and presentation.

Successful implementation of ERP systems: a case study of an international automotive manufacturer

Given the substantial investments of time, money and other resources, as well as the technical and organisational risks involved it is imperative to understand the factors that facilitate/inhibit the success of ERP implementations. Using a case study methodology grounded in business process change theory, this paper attempts to identify the critical factors that account for the success of ERP implementation at an international automobile manufacturer. Understanding such effects will enable managers to be more proactive and better prepared for ERP implementation.

Critical management issues in implementing ERP: empirical evidences from Taiwanese firms

This paper presents a recently completed survey of Taiwanese firms that focuses on their use or intended implementation of packaged ERP systems. The objective was to investigate the extent to which packaged ERP systems were applied in manufacturing and service firms, the motivation behind such applications, the implementation experience, and the benefits obtained from the implementation. This study examined critical management issues in ERP implementation and demonstrated how the evidences obtained could be applied to understand the experience and advance the success of ERP implementation.

Dominant actors, political agendas, and strategic shifts over time: a critical ethnography of an enterprise systems implementation

Much of the literature on enterprise systems implementation suggests that ERP systems should support the strategic objectives of the organization. In fact some ERP vendors tend to assume that implementing their products is a straightforward translation from strategy to IT-enabled business processes. But the strategic management literature reveals that corporate strategy is often contested terrain. Conflict over strategy has the potential to delay or derail ERP implementation efforts, leading to cost overruns, failures, and lack of expected benefits. This paper seeks to understand and explain how conflicts over strategy can affect the success of ERP implementations. We studied one firm's attempt to pursue information technology-enabled enterprise integration using critical ethnography. The firm is a small-to-medium sized enterprise within a large conglomerate in the Asia-Pacific region. Our findings show that, as the dominant actors and political agendas changed, so too did the company's enterprise integration strategy. The ERP system was designed to support a future corporate world and work environment that never arrived.

National differences and ERP implementation: issues and challenges

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.

ERP implementation: An integrated process of radical change and continuous learning

This paper seeks to develop management theory that can be used to increase the likelihood of ERP implementation success. The paper argues and demonstrates that an ERP implementation can be understood as an intended radical change that can be managed to some extent. But during the use of the system, incremental changes are bound to take place, which are unintended and difficult to manage. Using, therefore, and combining positivist and constructivist viewpoints, six different propositions on ERP implementation are developed. The paper reasons that organizations that understand these propositions are more likely to implement and use ERP successfully. The findings of a longitudinal case study of the implementation and use of BaaN in a Danish company support the propositions put forward in the paper.

Successful implementation of ERP projects: Evidence from two case studies

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.