Understanding the Sustainability Factors in Critical Information Systems for Disastrous Pandemics: A Knowledge-Based View

During the difficult time of coronavirus outbreaks, global environmental disasters, and financial turmoil, developing and deploying sustainable information systems is a crucial management task for ensuring the functionality of enterprise information processing and thus sustaining competitiveness. This study develops a set of criteria for sustainable information systems using the decision-making trial and evaluation laboratory (DEMATEL) method. By referring to the theory of knowledge-based view and sustainability, this study constructed a research framework in which the selection attributes reflect core knowledge elements of a sustainable information system. An empirical study was performed using the DEMATEL method with data collected from industry experts. The results conclude a cause and effect relationship of the knowledge factors influencing information system sustainability. The study discovered that the economical aspect is a causal factor of environmental aspect and social aspect for sustainability considerations. Furthermore, commercial IT solution knowledge, eco-design knowledge, and workplace safety and health knowledge are the most influential knowledge components for the economic, environmental, and social aspects of information system sustainability, respectively

Methodology for Value-Driven Enterprise Architecture Development Goals: Application to DoDAF Framework

The Department of Defense Architectural Framework (DoDAF) describes 29 distinct views but offers limited guidance on view selection to meet system needs. This research extends the Value-Driven Enterprise Architecture Score (VDEA-Score) from a descriptive, evaluation protocol toward a prescriptive one by evaluating each DoDAF view and its contribution to the overall objective of the completed architecture. This extension of VDEA is referred to as VDEA-Development Goals (VDEA-DG). The program manager or other decision-makers may use this insight to justify the allocation of resources to the development of specific architecture views considered to provide maximum value. This research provides insight into the Joint Capabilities Integration and Development System (JCIDS) process and policy requirements. Existing guidance of a static list of views prior to DoD milestone approval detracts from the creation of vital architecture for system success. This research shows overlap between the most important views for the considered architecture project and the JCIDS requirements and identifies areas for JCIDS policy improvement. This research also identifies areas where DoDAF does not directly support the creation of capabilities. With additional information on the resources required for creating individual views, the tool could be expanded to identify an optimal build sequence given resource constraints

An ES process framework for understanding the strategic decision making process of ES implementations

Enterprise systems (ES) implementations are regarded costly, time and resource consuming and have a great impact on the organization in terms of the risks they involve and the opportunities they provide. The steering committee (SC) represents the group of individuals who is responsible for making strategic decisions throughout the ES implementation lifecycle. It is evident from recent studies that there is a relationship between the decision making process and ES implementation success. One of the key elements that contribute to the success of ES implementations is a quick decision making process (Brown and Vessey, 1999; Gupta, 2000; Parr, et al., 1999). This study addresses the strategic decision-making process by SC through its focus on four research questions (1) How can the strategic decision-making process in the implementation of ES be better understood, during each phase of the ES implementation lifecycle? (2) What is the process by which the SC makes strategic decisions? (3) How are fast decisions made? and (4) How does decision speed link to the success of ES implementation? Process models of ES implementation will provide a framework to investigate the strategic decision making process during each phases of the ES implementation lifecycle. Patterns in the decision making process will be explored using strategic choice models. This study develops a research model that focuses on the decision making process by steering committee to explore research questions. It concludes with identifying contributions to both IS research and business practitioners

Identifying critical success factors of ERP systems at the higher education sector

In response to a range of contextual drivers, the worldwide adoption of ERP Systems in Higher Education Institutions (HEIs) has increased substantially over the past decade. Though the difficulties and high failure rate in implementing ERP systems at university environments have been cited in the literature, research on critical success factors (CSFs) for ERP implementations in this context is rare and fragmented. This paper is part of a larger research effort that aims to contribute to understanding the phenomenon of ERP implementations and evaluations in HEIs in the Australasian region; it identifies, previously reported, critical success factors (CSFs) in relation to ERP system implementations and discusses the importance of these factors

Investigating factors influencing the decision making process for ERP adoption and implementation: An exploratory case study

The rapid developments in Information and Communication Technologies (ICT) have resulted into a borderless business environment along with an amplified market competition. Traversing through such a trend globally, organisations have significantly focused on adopting and implementing Enterprise Resource Planning (ERP) systems to automate their prime business processes, enhance organisational productivity with lower costs and prompt service delivery to fulfil consumer demands. Thus, ERP systems are considered as a principal source to provide imperative information vital for strategic decision making process. On the contrary, ERP systems adoption and implementation is also highly considered as a challenging and expensive process that not only requires rigorous efforts but also demands to have an exhaustive investigation of influential factors that are critical to the adoption and implementation of ERP systems. A plethora of research studies have been theorised exploring factors influencing the decision making process for ERP adoption and implementation; however, the authors claim that these studies are not filtered comprehensively in terms of the different perspectives. Notwithstanding, the implications of such research have yet to be assessed, leaving scope for timeliness and novel research. This paper thus focuses on the ERP critical success factors from five different perspectives such as: stakeholders; process; technology; organisation; and project based on the literature analysis. These perspectives comprise of 24 factors that are imperative for a successful ERP adoption and implementation, which are validated through a qualitative single case study based research. The empirical findings illustrate that these factor help realise significant benefits such as reducing costs and saving time or extra effort

Challenges and influential factors in ERP adoption and implementation

The adoption and implementation of Enterprise Resource Planning (ERP) systems is a challenging and expensive task that not only requires rigorous efforts but also demands to have a detailed analysis of such factors that are critical to the adoption or implementation of ERP systems. Many efforts have been made to identify such influential factors for ERP; however, they are not filtered comprehensively in terms of the different perspectives. This paper focuses on the ERP critical success factors from five different perspectives such as: stakeholders; process; technology; organisation; and project. Results from the literature review are presented and 19 such factors are identified that are imperative for a successful ERP implementation, which are listed in order of their importance. Considering these factors can realize several benefits such as reducing costs and saving time or extra effort