User acceptance of open enterprise solution: the OSS-ERP case

Organizations implement Enterprise Resource Planning (ERP) systems with the objective of reaching operational efficiency and the incorporation to new markets through the information flow control on time of the entire organization. However, ERP systems are complex tools, mainly for the small and medium size enterprises (SMEs). For these reason, new ERP configurations have arisen for SMEs such as Open Source Software-ERP (OSS-ERP). OSS-ERP is a research topic barely analyzed by the literature. Specifically, this paper’s aim is to focus on the OSS-ERP users’ acceptance and use. The authors have developed a research model based on the Technology Acceptance Model (TAM) for testing the users’ behavior toward OSS-ERP.Las organizaciones implantan Sistemas Integrados de Gestión (ERP, acrónimo de Enterprise Resource Planning) con el objetivo de alcanzar eficiencias operativas y la incorporación a nuevos mercados mediante un mayor control del flujo de información de toda la empresa a tiempo real. Sin embargo, los sistemas ERP son herramientas complejas, principalmente la pequeña y mediana empresa (PYME). Por esta razón, están surgiendo nuevas configuraciones de sistemas ERP para PYME como los sistemas ERP de código abierto (OSS-ERP). OSS-ERP es un tópico de investigación escasamente analizado en la literatura. Concretamente, este artículo se centra en el y aceptación de los usuarios a los sistemas OSS-ERP. Los autores han desarrollado un modelo de investigación basado en Metamodelo de Aceptación de la Tecnología (TAM) para testar el comportamiento de los usuarios hacia los sistemas OSS-ERP

The Influence of Emotional Material on Encoding and Retrieving Intentions: An ERP Study in Younger and Older Adults

Prospective memory is a cognitive process that comprises the encoding and maintenance of an intention until the appropriate moment of its retrieval. It is of highly relevance for an independent everyday life, especially in older adults; however, there is ample evidence that prospective memory declines with increasing age. Because most studies have used neutral stimuli, it is still an open question how emotional factors influence age-related differences in prospective remembering. The aim of the study was to investigate the influence of emotional material on prospective memory encoding, monitoring, maintaining, and retrieval in younger and older adults using behavioral and electrophysiological measures. We tested 24 younger adults (M = 26.4 years) and 20 older adults (M = 68.1 years) using a picture one-back task as ongoing activity with an embedded prospective memory instruction. The experimental task consisted of three sessions. In each session, participants had to encode series of images that represented the prospective memory cues for the consecutive block. The images were either of pleasant, unpleasant, or neutral valence. The pictures used in the ongoing task were likewise of pleasant, unpleasant, or neutral valence. Event-related potentials (ERPs) were recorded to assess the neural correlates of intention encoding, maintenance, and self-initiated retrieval. We did not find age differences between younger and older adults on the behavioral level. However, the ERP results revealed an interesting pattern that suggested for both age groups elevated attentional processing of emotional cues during encoding indicated by an elevated LPP for the emotional cues. Additionally, younger adults showed increased activity for unpleasant cues. During the maintenance phase, both age groups engaged in strategic monitoring especially for pleasant cues, which led to enhanced sustained positivity. During retrieval, older adults showed increased activity of ERP components related to cue detection and retrieval mainly for pleasant cues indicating enhanced relevance for those cues. In conclusion, emotional material may influence prospective remembering in older adults differently than in younger adults by supporting a mixture of top-down and bottom-up controlled processing. The results demonstrated a negativity bias in younger adults and a positivity bias in older adults

Interpreting an ERP implementation from a stakeholder perspective

ERP systems are software packages that enable the integration of transactions oriented data and business processes throughout an organization. ERP implementation can be viewed as an organizational change process: many problems related to ERP implementation are related to a misfit of the system with the characteristics of the organization. This article uses the evidence of a case study to uncover some important dimensions of the organizational change issues related to ERP implementation. The study shows how ERP implementation can impact the interests of stakeholders of the ERP-system and how these groups may react by influencing the course of events, for example by altering the design and implementation in ways that are more consistent with their interests. Understanding the possible impact of ERP on particular interests of stakeholders may help project managers and others to manage ERP implementations more effectively.

Everyone is Different! Exploring the Issues and Problems with ERP Enabled Shared Service Initiatives

In today’s increasingly competitive environment, there is constant pressure for corporate leaders to add value to their organizations. These contemporary organizations are increasingly moving into business models that attempt to reduce duplicate supporting processes and staff by streamlining business processes that are not central to the organization’s operations and concentrating on strategies on strategic or core, business processes. This concept, known as Shared Services, attempts to bundle some of the supporting processes and non-strategic activities into a separate organization, which in turn treats those processes and activities as the core of its own business. Shared Services consolidate and support redundant functions, such as accounts payable and procurement, for disparate business units. By leveraging economies of scale from a common IT infrastructure, such a group is able to market specific services to business units. Many organizations are employing Enterprise Resource Planning (ERP) systems, for example SAP, to facilitate Shared Service initiatives by aggregating backroom functionality across departments. This research-in-progress paper investigates issues and problems with ERP enabled Shared Services in 19 organizations. The results reveal five main issues that organizations face in implementing a Shared Services initiative