Successful Implementation Of Enterprise Resource Planning Systems Research Articles

Navigating the ERP Landscape: Unveiling the Key Drivers in Enterprise Resource Planning Success - A Comprehensive Literature Exploration

Organizations require information systems as a means of aiding decision-making processes. Enterprise Resource Planning (ERP) systems serve as information system tools that enhance work efficiency. They are considered the optimal solution for organizations seeking a competitive edge. The successful implementation of ERP systems offers numerous benefits to organizations. It is essential to note that while some organizations have encountered difficulties using ERP systems, others have succeeded. Implementing ERP systems poses a challenge for organizations, and this study aims to identify the critical success factors with ERP systems and get to know what category is most important to implementing ERP in an organization. This research identifies and categorizes the top five CSFs for successful ERP implementation: training and job redesign, adequate ERP software selection, clear goals and objectives, business process reengineering, and implementation strategy and timeframe. These CSFs are vital for organizations of all scales, offering a holistic framework for effective ERP integration. Through systematic analysis, the study maps these CSFs into four dimensions: Project Strategy, Project Structure, Information Systems, and People Management, highlighting the interplay between technology and human factors. This research underscores the enduring significance of ERP systems in the globalized business landscape and calls for continued exploration of evolving CSF trends to ensure ongoing organizational competitiveness and success. By following the outlined procedures, this study can be applied by organizations of different scales, including small and large businesses, to achieve effective ERP implementation. Integrating ERP systems will demonstrate advantages for organizations over the short and long run within the market context.

Workhorse or White Elephant? End User Acceptance of ERP System in a Shared Service Center

Businesses globally heavily invest in Enterprise Resource Planning (ERP) implementation to meet high customer demands and maintain competitiveness. Despite significant investments, underutilization hampers reaping the system's full benefits, leading to stagnant or adverse performance. Hence, this study aims to uncover reasons for the lack of end-user adoption of ERP systems. It focuses on the correlation between performance expectancy, effort expectancy, social influence, and organizational support in determining ERP system acceptance by end users. This study utilized a quantitative methodology. Data were collected from 392 respondents within a Malaysian shared service center. Multiple regression analysis was conducted employing the UTAUT model and perceived organizational support theory to evaluate and interpret the collected data. The study’s key findings include the significant positive association between performance expectancy and ERP system adoption, reinforcing the influence of effort expectancy on technology adoption. Despite its positive effects, social influence had little effect on end-user adoption. Additionally, it was observed that ERP system adoption was consistently facilitated by organizational support. This study confirms the essential factors that drive the adoption of ERP systems by end-users. It emphasizes the crucial role of leadership in prioritizing these elements for organizations to enhance user acceptance and ensure the successful implementation of ERP systems. Doi: 10.28991/HIJ-2023-04-04-013 Full Text: PDF

Uticaj sistema za planiranje resursa na ishode poslovnih procesa u turističkim kompanijama

Enterprise Resource Planning (ERP) is a system that allows managers to predict, plan, control, measure and analyze all resources within the business system. Such systems help companies improve their business, allowing them to create a single database for the realization of various business processes among different areas, such as production, finance, supply chain management, human resources, customer relationship management. Accordingly, the aim of this study is to test the relationship between the use of ERP and business process outcomes in tourism companies. Based on the DeLone and McLean (D&M) theoretical model, the paper identifies the key factors for the successful implementation of ERP systems in tourism companies. Research results show that ERP system quality, ERP information quality, ERP service quality, and external pressures positively influence the perceived usefulness and satisfaction of ERP system users. The organization factor, top management support, perceived usefulness and satisfaction of ERP system users have a positive effect on the outcomes of business processes.

Spotting the Critical Success Factors of Enterprise Resource Planning Implementation in the Context of Public Higher Education Sector

ABSTRACT The failure of Enterprise Resource Planning (ERP) implementation in higher education institutions (HEIs) worldwide is much higher than other sectors, such as banking or manufacturing, yet limited research has been conducted on this field. To date, previous literature has identified some critical success factors (CSFs) mostly either in the domain of information system (IS) or in the industrial context. Hence, this article identifies and categorises CSFs of ERP implementation in HEIs from multiple aspects. Semi-structured face-to-face interviews were conducted with technicians and managers from three Public Jordanian HEIs. The main finding of this study is the identification and characterization of three new sector- and context-specific CSFs. This research contributes to identifying new CSFs with evidence of successful implementation of ERP systems in the public higher education sector, which has not been fully investigated in any documented literature in the sector. The research also brings out some insights for the need for sustainable ERP in the sector during crisis time.

Critical Success Factors Enterprise Resource Planning (ERP) Implementation in Higher Education

One of the technologies that can optimize the data management system in Higher Education is the Enterprise Resource Planning (ERP) information system. However, in its implementation, failures often occur. This research was conducted to formulate the key factors for the successful implementation of ERP systems in universities. The research method used is descriptive qualitative through case studies on 4 campuses in West Java. The 20 key factors taken are the result of iterations of 32 works of literature in the 2016-2019 timeframe. The results of the study provide an overview of the key success factors that have emerged at each college and university.

Ranking the Factors Affecting the Implementation of Enterprise Resource Planning (ERP) in the Office of Supreme Leader by Using Hierarchical Process (AHP)

Today's organizations need the knowledge and resources to manage their organization and human resources in order to achieve success and power of competition. If these organizations can use their enterprise resources and succeed in implementing them, they can achieve competitive advantage and growth. Therefore, due to the role and importance that the implementation of enterprise resource planning has in the goals and excellence of organizations, this study was conducted to investigate the factors affecting the successful implementation of ERP systems and their importance and ranking in relation to the office of Supreme Leader. To achieve this goal, 110 questionnaires were distributed among experts and finally 76 questionnaires were returned. Then ranking was performed based on data from these remaining 76 questionnaires. This study was applied objectively and a questionnaire was used for data collection. This study was performed by AHP method. The results indicate that project management has the highest priority and communication has the lowest priority among the factors affecting the implementation of enterprise resource planning.

Principal Component Analysis on Morphological Variability of Critical Success Factors for Enterprise Resource Planning

The concept of critical success factors (CSFs) has been widely used as a measure to tackle the hurdles associated with numerous implementations of enterprise resource planning (ERP) systems. This study evaluates the morphological variability of CSFs using the analytical principal component analysis technique to identify principal components (PCs) that can be adopted for a successful ERP system implementation. The dataset of 205 CSFs from 127 different studies was evaluated for the morphological variability in those studies. According to the results, 66 PCs were identified and ranked accordingly. The first 49 PCs with eigenvalues greater than 1 accounted for 89.67 % of the variability recorded. The first 6 PCs respectively accounted for 13.67%, 19.37%, 24.67%, 29.41%, 33.52% and 36.94% cumulative variations. In general, the graphical illustration of the study results show the palpable division between the taxonomic groups for 3 PCs.

Technology acceptance model-based research on differences of enterprise resources planning systems use in India and the European Union

The adoption of Enterprise resource planning (ERP) systems by organizations is crucial in today’s competitive globalized marketplace. The experience with ERP systems in numerous organizations over the last decade indicates that a successful implementation of ERP systems does not necessarily lead to a successful ERP usage. This paper addresses the scientific problem of differences in ERP acceptance and utilization in different cultural environments. The research question was whether and to what extend users’ extensive and explorative use of the ERP system differs in regions with different cultural backgrounds. Namely, organizations benefit from ERP systems only to the extent to which the users accept and utilize them. But the use of ERP systems at an advanced level is closely connected with the employees’ acceptance of these systems. To improve the efficiency and effectiveness of ERP systems in their maturity stage of use, when the employees already accepted ERP system, organizations need to understand the factors that impact user satisfaction and thus influence their extended use of the ERP system. Because of the socio-economic importance of India and the European Union (EU), we conducted a comparative research study into the similarities and differences of their use of ERP systems. From a theoretical point of view, the paper extends the original technology acceptance model (TAM), where two additional factors (work compatibility and extended use) were added. Additional external factors which can influence the users’ acceptance of ERP systems have been included into research, too. The main objective of this study is to find the key determinants that have an impact on user satisfaction and on the extended use in different cultural environments (i.e. the EU and India). We analysed and compared the data of 293 ERP users from 44 organizations in the EU and 577 ERP users from 13 organizations in India. Even though the use of ERP systems in India and the EU is at the same advanced level, there are differences which are connected to organizational cultures, presumed resulting from cultural differences of researched regions. Research data show some differences in the impacts on extended TAM model factors and some differences regarding the impacts of external factors researched.

Transformational Leadership as a Critical Success Factor for Enterprise Resource Planning System Implementation

The successful implementation of an enterprise resource planning (ERP) system has been described as a challenging strategic initiative for many organizations in varied business settings and different organizational cul-tures. During the past two decades, there has been massive investment in adopting ERP system, in addition to a substantial increase in focusing on the importance of users’ acceptance of utilizing such technological technique. Despite the many advantages of successful installing of ERP system demonstrated in literature but still the failure rate of ERP projects is re-markably high. Leaders of ERP implementation projects have the challenge of displaying effective leadership skills and traits to justify strategic and operational decisions taken during implementation of ERP system. To provide better understanding of what may positively influence a successful implementation of ERP system, this research study is an attempt to inves-tigate whether leadership style especially transformational leadership has a significant impact on successful implementation of ERP systems. The theory of transformational and transactional leadership was the foundations for the researched leadership style in this study. A quantitative, non-experimental correlational empirical research strategy examined the degree of significance of the direct relationship between the independent variable of transformational leadership style and the dependent variable, perceived as ERP success. Projects’ leaders, executives, information technology, business managers, and end users who involved in adopting and using ERP system within their Egyptian organizations representing various business settings, were the targeted population of this research. Structural Equation Modeling (SEM) was conducted to test the research hypotheses and analyze the findings and results. The results of the study supported the existence of a significant relationship between transformational leadership style and successful implementation of ERP system.

Institutional Logics and ERP Implementation in Public Sector Agency

This paper aims to explain the ERP implementation in public sector agency in UAE. It explores the relationships between institutional logics and institutional work when a new accounting change is occurring in the field. This paper presents a case study of Community Development Authority (CDA). It draws on the institutional logics lens to inform Enterprise Resource Planning (ERP) System. It proposes that this system produces a duality of change. On one hand, this system is subject to institutional forces and institutional processes that set the rules of rationality. On the other hand, it is also an important embodiment of institutional commitments and serves to preserve these rules by constraining the actions of human agents. By examining a case of the CDA, the findings compare differentiated institutional work and institutional logics of ERP implementation, as well as analysis of mechanisms that led to different business outcomes. Through institutional analysis of interviews and documents and archival data, the study found that institutional logics (rules) based on correspondent institutional work (actions). The findings also show that CDA was able to align institutional works with its logics built in ERP, resulting in a success in the standard version. It identifies the success factors, software selection steps, and implementation procedures that are critical to a successful implementation of ERP system. The implementation of ERP confirms the practice variance between the institutional logics and situated logics as evident in Dubai Smart Government. This paper can be considered as a one of very few studies about the implementation of ERP system in the Middle East. This study has important implications for academic and practitioners alike by examining the interaction between institutional logics and institutional work when a new accounting change is taking place in the public sector.

IMPLEMENTATION PROCESS OF ERP SYSTEMS � QUALITATIVE-EMPIRICAL FINDINGS FROM LARGE AUSTRIAN ENTERPRISES OF THE INDUSTRY SECTOR

ABSTRACT The implementation of an enterprise resource planning (ERP) system is a complex project that requires considerable financial and personnel resources and its success relies on various factors. Because of the firm size and the associated complexity of the company, especially large enterprises preparing for an ERP system implementation have to face multilayered challenges (e.g. composition of the project team). Based on a qualitative-empirical study in 20 large Austrian enterprises of the industry sector, a process model was developed to explain the significant stages responsible for a successful ERP system implementation. The findings elucidate the factors (e.g. information provision to employees) within the various stages of an ERP system implementation that influence the implementation process. This first time qualitative-empirical study in large Austrian enterprises of the industry sector contributes to the ERP system literature and illustrates the significant implications of an ERP system implementation in large Austrian enterprises of the industry sector. Keywords ERP system, ERP system implementation, process model, large enterprises

Impact of ERP systems usage on organizational agility

Purpose– Enterprise resource planning (ERP) systems can be considered as cornerstone that allows most organizations to achieve their business goals. The purpose of this paper is to investigate the impact of ERP system usage on agility in organizations.Design/methodology/approach– The data were collected from 90 branches of well-known banks in the Middle East, such as HSBC, Standard Chartered and Arab Bank. Data were analyzed using a path analysis methodology.Findings– A new model has been developed. An empirical investigation was performed on the banking sector in the Middle East to test the new model. Despite the results showing that the impact of ERP system usage on banks’ agility is significant, the variance of banks’ agility that is explained by the use of ERP systems is weak. This indicates that ERP usage may not influence sufficiently the current agility drivers in Middle-Eastern banks and that there may be other significant variables that contribute to agility in the banking sector.Research limitations/implications– The findings of this research were based on a survey conducted among banks in the Middle East. The results are applicable in Middle-Eastern banks, but may not be applicable in other regions.Practical implications– Banking practitioners in the Middle East should be aware that successful implementation of ERP systems may not lead to the achievement of sufficient competency, flexibility, quickness, and responsiveness. Hence, such implementation may not deliver banking agility.Originality/value– This research model investigates the impact of ERP usage on the agility of banks in the Middle East.

Analysis of the Critical Success Factors for Enterprise Resource Planning Implementation from Stakeholders’ Perspective: A Systematic Review

The successful implementation project of the Enterprise Resource Planning (ERP) has many benefits for the implementing organisation. However, on other side, failing this project would have several negative implications not only on the business but also on the ERP vendor. Therefore, considering all the factors that might affect the success of this project is considered as a priority for all parties involved in this project. Many papers or journal articles have studied the Critical Success Factors (CSFs) that influence the ERP implementation and post implementation phases, however, very few has considered them from the stakeholders’ perspective. Hence, this research will fill this gap by providing a systematic review for the literature related to CSFs in the ERP implementation and also present them while considering the participants’ different perspectives. This paper presents a systematic review of 35 research articles published on the CSFs implementation between 2000 and 2013. We collected and analysed 35 of the key articles discussing and analysing ERP implementation. The paper identifies a total of 51 CSFs in ERP implementation. In these 51 CSFs, top management support and commitment, training and education, project management, clear vision and objectives of the ERP system, careful change management and Interdepartmental communication were the most frequently cited as the CSFs to the successful implementation of ERP systems. A better understanding of the CFSs will help the practitioners and managers to improve the chance of success in the implementation projects.

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.

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.

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.

The effects of organizational intangible factors on successful enterprise resource planning systems implementation and organizational performance: A China experience

This study determines the relative impact of intangible factors on successful enterprise resource planning system (ERPS) implementation, and the subsequent effect on organizational performance. An ERPS is business software and hardware that provides standardized procedures, integrates processes and associated work, and disseminates information throughout an organization. A total of 261 survey returns were obtained from senior executives with ERPS experience in China (PRC), supplemented by follow-up qualitative interview data from 16 senior executives. Structural equation model analysis revealed that intangible factors (such as strategic alignment and leadership commitment) and corporate culture had the greatest impact on ‘successful ERPS implementation’. Contrary to expectations, Chinese employee values/culture had no negative impact. Furthermore, this study supports previous findings from ERPS implementation studies in that the evidence for the conversion of non-financial to financial outcomes remains inconclusive.

New Perspective To ERP Critical Success Factors Priorities And Causal Relations Under Fuzzy Environment

Enterprise Resource Planning (ERP), systems are high technical cross-functional information systems that designed to improve organizational performance and competitiveness by streamlining business processes and eliminating duplication of works and data. Regarding the fact that ERP systems have a tremendous advantage for organizations but the implementation of an ERP is not straightforward and it involves significant risks. Several studies have conducted to identify the critical success factors (CSFs) in the ERP implementation process. However, most of those studies are lacking in systematic efforts to classify and evaluating CSFs. This study is motivated by a lack of theoretically research in the classification and evaluating CSFs by considering the causal relationship among CSFs that are affected the successful implementation of ERP systems. To achieve this aim Decision Making Trial and Evaluation Laboratory (DEMATEL) and Analytical Network Process (ANP) is applied. The proposed methodology implemented in the biggest refrigerator production company in Iran.

Critical Success Factors for Enterprise Resource Planning System Implementation: A Case Study in Malaysian SME

Implementing Enterprise Resource Planning (ERP) system for Malaysian Small to Medium Enterprises (SMEs) is not just a technological challenge. It is a socio-technological endeavour which mandates modifying existing applications and redesigning business processes to facilitate ERP system implementation. Most Malaysian SMEs cannot afford to adopt an existing ERP system due to the extremely high cost and complex implementation. The ERP system implementation literature contains many case studies of organizations that have implemented ERP system successfully. However, many Malaysian SMEs do not achieve success in their ERP system implementation. There are very few studies have represented and developed critical success factors of ERP system implementation projects highlighted for SMEs. This research seeks to explore the critical success factors for successful ERP system implementation in Malaysian SMEs. The research method is based on a case study within Malaysian SME to perform a critical success factors model of ERP system implementation adoption which has validated by a number of SMEs in Malaysia. The proposed model will help outline the critical factors that should be considered by Malaysian SMEs in uccessfully adopting ERP system.

An empirical investigation of the impacts of internal/external facilitators on the project success of ERP: A structural equation model

In recent years many companies have improved their business performance and competitive position by implementation of enterprise resource planning (ERP) systems. This study goes beyond the boundaries of an individual organization to develop an integrated framework for successful implementation of ERP systems. We also discuss the internal/external facilitators which make this possible. Meanwhile, the authors utilize the SERVQUAL instrument, project management and information systems success theory in our empirically investigation of the roles and interdependent relationships of system vendors, consultants, project management and system performance, based on existing measures suitable for this study. The results reveal a significant causal relationship between system providers, implementation consultants and project management, and project to system performance, except directly from SERVQUAL to system performance. It is believed that an understanding of the relationships between the relevant factors for ERP success is necessary to satisfy the adopter's requirement, both practically and theoretically.