System Implementation Failure Research Articles

Evaluation of The Success of Using a SAP-Based ERP System With Theory of Planned Behavior (TPB) Model

PT. XYZ has implemented System Application and Product in data processing (SAP) software to support business processes in the company. The success or failure of system implementation can be assessed from non-technical aspects, namely that users can accept and use the SAP system well. The aim of this research is to evaluate the use of SAP software through Theory of Planned Behavior (TPB) modeling. Attitudes, subjective norms, perceived behavioral control, behavioral intentions, and behavior are the variables used in this modeling. This TPB modeling explains the factors that influence an individual's interest and behavior in using SAP software. An individual's intention to use SAP software is influenced by attitudinal variables, perceived behavioral control, and subjective norms, while a person's influence to use SAP software is influenced by intention. This type of research is quantitative research through data collection using a questionnaire with 30 respondents coming from SAP users at PT. XYZ. Data analysis was carried out using the SmartPLS application. The results obtained are that attitudes have a positive and significant effect on behavioral intentions, behavioral intentions have a positive and significant effect on behavior, subjective norms have a positive and significant effect on behavioral intentions, and perceived behavioral control has a negative effect on behavioral intentions in using SAP software.

Development Of Means Of Engagement (Moe) Concepts For The Use Of Enterprise Resource Planning (Erp) At The Approval Level

The cause of ERP system implementation failure in companies can be caused by several factors, so we need a model that can be applied, especially at the stage of approval for system use. This study aims to analyze what factors influence approval for product use (approval) in implementing an ERP system in a company and to analyze what factors have a positive and significant influence on the success or failure of system implementation in terms of approval. Research systematics through several stages, namely the stages of review, collection, analysis, and interpretation. The object of this research is PT. Glico Indonesia and with the SEM-PLS analysis method use the SmartPLS 4 application to test the structural equation model that reflects the relationship between variables. This research has a total of eight variables with one dependent variable approval and seven independent variables consisting of certainty of outcome, causality, motive consistency, control potential, situational construal, appraisal, and coping. In each variable, there are several indicators to support research. The tests used in this study are outer model testing, structural model testing, and hypothesis testing using bootstrapping. Based on the results obtained from this study, of the seven independent variables, three variables have a significant and positive effect on approval, namely certainty of outcome, situational construal, and coping. Two variables have a significant but negative effect on approval, namely causality and motive consistency, there is one variable that has no significant and negative effect on approval, namely control potential and there is one variable that does not have a significant but positive effect on approval, namely appraisal.

Development of guidelines for the implementation of sustainable enterprise resource planning systems

Abstract Sustainable Enterprise Resource Planning is an enterprise system that incorporates essential entities of the corporate sustainable value chain into a centralised system. It is a massive information system, and its deployment requires a considerable investment of money and time. Unwell plan, limited resources, and weak commitment can lead to the failure of system implementation. Few studies have discussed the concept of Sustainable Enterprise Resource Planning systems. However, little research has focused on the implementation aspect of the system, especially on proposing a general plan that can guide practitioners to implement the Sustainable Enterprise Resource Planning systems. To address this gap, this study aimed to develop comprehensive guidelines that provide steps and activities for implementing the system. The guidelines are developed using a conceptual research method that relies on the examination of literature to find and integrate various concepts, including sustainability aspects, project management, organisational decision levels, and stratc management. The method envelopes three phases: (i) Collection of steps and activities from the existing sustainability and ERP guidelines, (ii) Classification and evaluation of the identified steps and activities, and (iii) Identification of steps and activities required for the guidelines. The proposed guidelines entail three main modules comprising implementation steps, levels, and activities. The results would be useful for practitioners in giving a formal direction to efficiently implement Sustainable Enterprise Resource Planning systems in their corporate value chains.

Use of the IEEE Codes of Conduct to Resolve Legal Disputes

We describe an important trend: increasing use by the US judicial system of CoCs to resolve disputes. Specifically, CoCs are being used to judge, literally, the performance of non-code subscribers and unaffiliated organizations. We illustrate successful use of an IEEE CoC at arbitration, resulting in a multi-million dollar judgment against an organization having no IEEE members. Our fictionalized 'case' is a compilation of real cases – an ERP system implementation failure. Plaintiffs faced a common dilemma: an inability to determine applicable ‘standards of care.’ These disputes were won as a direct result of using the IEEE CoC to compare and contrast human and organizational behaviors. Although the implications of this factual trend are unclear, use of such a technique has reached a 'tipping point.' We hope to spark discussion leading to more beneficial outcomes for the IEEE Computer Society, the IEEE, our professional community, and for the information technology (IT), business and consulting communities.

A case analysis of Savecom: The role of indigenous leadership in implementing a business intelligence system

Evidence suggests that some factors can determine the successful implementation of strategic IT systems, i.e. Business Intelligence (BI). Although BI systems can provide companies with insights into their business operations they are painstakingly difficult to implement. Most frequently, employee resistance and change management related issues have been identified as the main causes of system implementation failure. This is particularly true for Chinese firms, where cultural nuances such as personalism and particularism serve as powerful barriers to ‘intelligence’ sharing. In this case study, we report how Chinese CEOs can overpower these restraining forces to facilitate implementation success. Preliminary evidence from our case firm suggests that a strong, committed and adaptive leadership style provides a basis for effective BI exploitation. Further, we also identify some strategic and tactical actions that Chinese CEOs can use to foster a knowledge sharing culture that is conducive to BI systems implementation.

Using Codes of Conduct to Resolve Legal Disputes

In the absence of other published standards of care, it is reasonable for contractual parties to rely on an applicable, widely available code of conduct to guide expectations. The authors illustrate the current application of CoCs with a fictional enterprise resource planning (ERP) system implementation failure that is a compilation of real-life cases. Subject to binding panel arbitration, the plaintiff and defendant in the case presented conflicting interpretations of the same facts: From the plaintiff's perspective, the defendant failed to migrate the ERP system as promised; the defendant countered that defective and poor-quality data delayed the migration. Using the ACM/IEEE-CS CoC as a reference, expert testimony convinced the arbitration panel that the defendant's position was untenable, and the panel accordingly awarded the plaintiff a multimillion-dollar judgment.

Anatomy of a failure: A sociotechnical evaluation of a laboratory physician order entry system implementation

Objective To investigate the human, social and organizational issues surrounding a Computerized Physician Order Entry system for Laboratory ordering (CPOE-L) implementation process and to analyze their interrelated effects on the system implementation failure in an academic medical setting. Second, to provide lessons learned and recommendations on to how to manage challenges of human, social and organizational nature surrounding CPOE-L implementations. Methods The themes surrounding CPOE introduction were identified by a heuristic analysis of literature on CPOE implementations. The resulting set of themes was applied as a reference model for 20 semi-structured interviews conducted during the CPOE-L implementation process with 11 persons involved in the CPOE-L project and in reviewing all CPOE-L related project documentation. Data was additionally gathered by user questionnaires, by user discussion rounds and through an ethnographical study performed at the involved clinical and laboratory departments. In analyzing the interview transcripts, project documentation and data from user questionnaires and discussion rounds a grounded theory approach was applied by the evaluation team to identify problem areas or issues deserving further analysis. Results Outlined central problem areas concerning the CPOE-L implementation and their mutual relations were depicted in a conceptual interpretative model. Understanding of clinical workflow was identified as a key theme pressured by organizational, human and social issues ultimately influencing the entire implementation process in a negative way. Vast delays in CPOE introduction, system immaturity and under-functionality could all be directly attributed to a superficial understanding of workflow. Consequently, final CPOE integration into clinical and laboratory workflows was inhibited by both end-users as well as department managers and withdrawal of the CPOE-L system became inevitable. Conclusion This case study demonstrates which human, social and organizational issues relevant to CPOE implementation cumulatively led to a failure outcome of the CPOE-L pilot introduction. The experiences and considerations described in this paper show important issues for CPOE systems to be successfully introduced and to be taken into account in future CPOE implementations. Understanding and consideration of (clinical) workflow aspects by project managers and the involved clinical organization is of extreme importance from the very start of a CPOE implementation process.