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

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

Enterprise Resource Planning Systems and Knowledge Management: A Review of the Literature and Conceptual Framework

This article provides a comprehensive review of the literature published in various articles dated back to 1998 on the role of Knowledge Management (KM) in Enterprise Resource Planning (ERP) systems. This article follows the literature published in this context focusing on two basic themes: KM supporting the ERP systems and KM integration into the ERP system. All the articles published on the relationship between KM and ERP systems published since 1998 were searched. Articles were sorted out on the basic themes they addressed. Most of the work on the role of KM in ERP systems was grouped into two main categories depending on the research subject matter. Integration of ERP systems being one of these basic themes was further investigated, enlisting all possible research articles published so far. Literature review on the KM and ERP relationship can be concludes that despite different relationships explored in the literature, KM has a vital role to play in the success of the ERP system. It is one of the critical success factors which complements the ERP systems to the extent that its absence will diminish the very essence, that is the adaption of ERP systems for the companies signified by the competitive advantage, market agility, and organization efficiency

The ERP and CRM business value

Dissertation presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Knowledge Management and Business IntelligenceThe value of Information Technology (IT) adoption has been and still is a crucial question for the decision on IT adoption. In this paper we suggest and test a research model that aims at defining the integrative value of Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM) systems. ERP and CRM systems is analysed based on the Resource Based View (RBV) of the firm and will be measured by its impact on business value, having in consideration the moderation of system and process integration. The research model was tested and analysed with data, collected with the assistance of Microsoft, from firms that have adopted both ERP and CRM systems in their organization. Our aim with this research is that it will provide new knowledge on how ERP and CRM systems may positively influence value from IT investments, and how systems integration as well as process integration provides business value

Knowledge prioritisation for ERP implementation success Perspectives of clients & implementation partners in UK industries

Purpose - Knowledge management is crucial for enterprise resource planning (ERP) systems implementation in real industrial environments, but this is a highly demanding task. The purpose of this paper is to examine the effectiveness of knowledge identification, categorisation and prioritisation that contributes to achieving ERP implementation success. Design/methodology/approach - This study adopts a mixed methods approach; a qualitative phase to identify and categorise knowledge types and sub-Types; conducting in-depth interviews with ERP clients and implementation partners; plus a quantitative phase to prioritise knowledge types and sub-Types based on their contribution to achieving ERP success for business performance improvement. An analytic hierarchy process-based questionnaire was used to collect empirical data for the quantitative phase. Findings - This study has been able to identify, categorise and rank various types of ERP-related knowledge based on in-depth interviews and survey responses from both ERP clients and implementation partners. In total, 4 knowledge types and 21 sub-Types were ranked based on their contribution to achieving ERP success; 4 variables of information quality, systems quality, individual impact and organisational impact were used to measure ERP success. Originality/value - The empirical findings demonstrate exactly what kinds of knowledge need to be managed, enabling knowledge prioritisation when a client organisation or an implementation partner steps into an ERP implementation, in a real industrial environment

ERP implementation methodologies and frameworks: a literature review

Enterprise Resource Planning (ERP) implementation is a complex and vibrant process, one that involves a combination of technological and organizational interactions. Often an ERP implementation project is the single largest IT project that an organization has ever launched and requires a mutual fit of system and organization. Also the concept of an ERP implementation supporting business processes across many different departments is not a generic, rigid and uniform concept and depends on variety of factors. As a result, the issues addressing the ERP implementation process have been one of the major concerns in industry. Therefore ERP implementation receives attention from practitioners and scholars and both, business as well as academic literature is abundant and not always very conclusive or coherent. However, research on ERP systems so far has been mainly focused on diffusion, use and impact issues. Less attention has been given to the methods used during the configuration and the implementation of ERP systems, even though they are commonly used in practice, they still remain largely unexplored and undocumented in Information Systems research. So, the academic relevance of this research is the contribution to the existing body of scientific knowledge. An annotated brief literature review is done in order to evaluate the current state of the existing academic literature. The purpose is to present a systematic overview of relevant ERP implementation methodologies and frameworks as a desire for achieving a better taxonomy of ERP implementation methodologies. This paper is useful to researchers who are interested in ERP implementation methodologies and frameworks. Results will serve as an input for a classification of the existing ERP implementation methodologies and frameworks. Also, this paper aims also at the professional ERP community involved in the process of ERP implementation by promoting a better understanding of ERP implementation methodologies and frameworks, its variety and history

Enterprise resource planning post-implementation assimilation challenge : an integrative framework for a better post-implementation assimilation

Cette étude s'inscrit dans la recherche émergente sur la post-implémentation des TI et vise à contribuer à la discussion sur l'impact des facteurs contextuels sur le niveau d'assimilation des technologies complexes telles que les systèmes ERP. Compte tenu de la rareté des recherches, cette étude vise aussi à enrichir ce champ de recherche qui a été considérablement négligé lors de l'examen des initiatives d'ERP d'entreprises dans un pays en développement. Comme la plus-value d'une TI ne peut être réalisée que lorsque le système est véritablement assimilé dans l'organisation, cette recherche examine les facteurs qui entraînent des niveaux d'assimilation variés entre les entreprises malgré leur utilisation d'une technologie de base similaire. En adoptant une méthodologie de recherche qualitative recourant à une approche de cas multiples, on explore les déterminants de l'assimilation efficace de l'ERP et ses défis ultérieurs. En outre, on développe un modèle intégrateur qui décrit les relations entre les facteurs identités. L'analyse des données a révélé un ensemble de facteurs organisationnels, technologiques et environnementaux ayant un impact direct et indirect sur l'assimilation de l'ERP. Cela est surtout vrai pour le soutien de la haute direction, ses stratégies, ses interventions et ses perceptions, qui se sont avérés les facteurs sous-jacents influant directement et indirectement sur le processus d'assimilation dans une entreprise. De même, les différences entre les deux groupes d'entreprises sont liées plus à leur contexte organisationnel qu'aux différences culturelles. Ces résultats sont communs pour toutes les entreprises étudiées dans les deux contextes. Fondé sur les résultats de l'analyse, un modèle intégrateur est suggéré dans le but de décrire les relations entre les différents facteurs. Ainsi, cette étude offre une feuille de route structurée pour mieux comprendre l'assimilation et met en relief plusieurs problèmes critiques et des déterminants cruciaux qui devraient être attentivement gérés et minutieusement .considérés afin de réaliser une valeur ajoutée importante de l'ERP