Successful ERP Research Articles

Using ERP Systems to Transform Business Processes: A Case Study at a Precession Engineering Company

Enterprises nowadays strive to keep transforming their business processes in accordance with the fast-changing customer demands so as to survive the intense global competition. In an attempt to provide practitioners with an insight into ERP implementation and the resulting business performances, this paper investigate how a successful ERP implementation can help transform enterprises processes. Case based research which is based on an in-depth observation under managerial and practitioner situation. A case study at a precession engineering company is conducted to evaluate the feasibility of the proposed strategic enterprise information model. This paper focuses on the implementation of Sales & Marketing and Warehouse modules of an ERP system. The key performance indicators are used to evaluate how the ERP implementation can improve the business processes. It is found that ERP helps to improve data visibility and improve on-time delivery but less effective on improving employee productivity. This research proposes an enterprise information model to exploit what strategy should be formulate and how ERP tactic can be implemented in company to enhance enterprise competitive advantages. The strategic enterprise information model is formulated based on our in-depth case study and ERP consultant's experience.

The role of organizational knowledge management in successful ERP implementation projects

Special attention to critical success factors in the implementation of Enterprise Resource Planning systems is evident from the bulk of literature on this issue. In order to implement these systems that are aimed at improving the sharing of enterprise-wide information and knowledge, organizations must have the capability of effective knowledge sharing to start with. Based on a review of the literature on the knowledge management in enterprise system implementation projects, this paper identifies two major areas of concern regarding the management of knowledge in this specific type of projects: managing tacit knowledge, and issues regarding the process-based nature of organizational knowledge viewed through the lens of organizational memory. The more capable an organization is in handling these issues, the more likely it is that the implementation will result in competitive advantage for the organization. The competitive advantage arises from the organization’s capabilities in internalizing and integrating the adopted processes with the existing knowledge paradigms and harmonizing the new system and the organizational culture towards getting the most out of the implementation effort.

Organisational factors for successful implementation of ERP systems

Given the substantial investments of time, money and other resources, as well as the technical and organisational risks involved, it is important to understand what is needed to ensure a successful ERP implementation. In this study, we identified the critical success factors for ERP implementations from the relevant literature, categorised them into a sound theoretical framework and linked them to ERP success outcomes. We also provided empirical evidence from two companies that have recently implemented ERP systems. We utilised the theories of business process change, process change management and the literature on information systems success.

The consistency among facilitating factors and ERP implementation success: A holistic view of fit

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.

Rethinking ERP success: A new perspective from knowledge management and continuous improvement

Most IS research about ERP implementation stops short at system start-up and seldom addresses post-implementation issues. However, ERP implementation is a continuous improvement effort and continued efforts after system start-up will influence the ultimate success of an ERP implemented system. We defined a four-phase ERP refinement model that incorporated knowledge management (KM) into each major implementation phase. This knowledge-enhanced ERP implementation model adds insights when used to investigate ERP success. It also provides practitioners with a guideline for incorporation of KM into their ERP strategy to improve success rates of ERP systems.

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 systems adoption: An exploratory study of the organizational factors and impacts of ERP success

We examined the relationships between the success of ERP system adoption, extent of business process improvement (BPI), and organizational performance and investigated the associations between the outcomes of these initiatives and such organizational factors as strategic intent, senior management support, and the status of the IT function within a company. A correlation analysis of 96 firms was made to test our hypothesis that the strategic intent to use ERP was closely related to the success of BPI, ERP, and organizational performance. The results also demonstrated that CEO-IT distance may have little direct bearing on the outcomes of ERP and BPI initiatives. A closer CEO-IT reporting relationship, however, was found to be associated with higher levels of senior management support for both types of enterprise projects. This empirical evidence reinforced the long-held assumption that organization-level benefits, BPI, and ERP success were closely related; and that these relationships were subject to the influence of the organizational variables.

Factors Influencing ERP Projects Success in the Vendor Selection Process

Successful implementation of an ERP system is the result of knowledgeable and dedicated people working together. It entails company-wide commitment, openness to change, good planning and experienced guidance. These primary criteria determine the probability of gaining significant return on investment (ROI) from an ERP system. Using these criteria as guidelines during the system selection process and subsequent implementation can ensure that the chosen system will support and enable the business improvements envisioned. Among the numerous critical success factors (CSFs) in the implementation of ERP systems, identified and demonstrated by practitioners and academic researchers in the last few years, we will synthesize and analyze the vendor selection issues, in connection to the implementation aspects, as we consider implementation the essential “ingredient” of the ERP success.

Measuring ERP success: the ultimate users' view

PurposeEnterprise resource planning (ERP) is now considered to be the price of entry for running a business. However, ERP systems are complex and expensive, and the decision to install an ERP system necessitates a choice of mechanisms for determining whether ERP is needed and, once implemented, whether it is successful. User satisfaction is one evaluation mechanism for determining system success. This study develops a reliable and valid instrument for measuring ERP ultimate‐user satisfaction.Design/methodology/approachInitial ERP system characteristics and the implementation context were investigated. Some previously validated instruments were selected for examination using rigorous interview techniques. A modified version was developed and pre‐tested. The instrument was then used to administer a test to 264 Taiwanese users that interact directly with an ERP system.FindingsThe results suggest a ten‐item instrument to measure three components of ultimate‐user satisfaction in an ERP environment: ERP project team and service, ERP product, and user knowledge and involvement.Originality/valueThis study has conducted a rigorous scale development procedure to establish a reliable and valid instrument for measuring ERP ultimate‐user satisfaction.

The final technology frontier [enterprise resource planning

ERP deals well with core functions (production, finance and HR), but 'non-core' areas (supply chain collaboration, procurement and eBusiness) often demand considerably more in the way of dynamic change and the adoption of new or radically different processes. The article discusses composite ERP, which is replacing proprietary ERP, through which IT services are configured to precisely fit established business processes. The article discusses the factors that contributed to ERP's failure to deliver what it promised. Solutions that may help add to ERP's success are suggested.

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.

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.

The Road to ERP Success: Understanding End-User Perceptions

The Road to ERP Success: Understanding End-User Perceptions

Enterprise Resource Planning (ERP) System Implementation: Promise and Problems

The experiences of the two businesses presented here correlate well with the success factors iden-tified in the literature related to implementation of enterprise resource planning systems. The im-portance of successful ERP system planning and deployment becomes evident when con-sideration is given to the resources companies devote to these projects and the advantages promised and often realized as a result of business process improvement through ERP. As enterprise resource planning continues to evolve, its importance seems likely to grow. This evolution will allow ERP to expand to serve smaller and smaller businesses and businesses with more specialized enterprise resource planning needs. To truly serve these institutions, ERP deployments must become more reliable through the further refinement of success factor analysis.

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.