AN EXPLORATORY STUDY OF THE ROLE OF KEY USERS IN ERP IMPLEMENTATIONS

This research proposal presents a research design on the role of key users in ERP implementations. We intend to investigate the following research questions: (1) How do key users function in an ERP implementation project? (2) What factors influence key users\u27 functioning? And how do the factors influence key users\u27 functioning? (3) What are the benefits and impacts of key users? In this proposal, we first review current literature on key users, and then present the theoretical framework of boundary spanner. We also give our research design and data analysis strategy in the last part of the proposal

Beyond Knowledge Integration Barriers in ERP Implementations: An Institutional Approach

The objective of the article is to go beyond the knowledge integration barriers in ERP implementations by analyzing structural, technological, intellectual and socioemotional barriers that appear during an ERP implementation project. Using an action research methodology, the article provides some hints highlighting the knowledge integration process, and proposing an Institutional Model of ERP Knowledge Integration where ERP “best-practices” affect and are affected by institutional logics through legitimacy and isomorphism mechanisms, showing two processes of institutionalization: (1) processes that challenge knowledge integration barriers by embedding ERP “best-practices” in the expected formal functioning of the organization as well as in the routines and habits of employees; and (2) processes that operate as drivers of evolution and change by embedding the institutional logics and new requirements within ERP “best-practices”

Enterprise system and business alignment: The role of an external consultant

Enterprise system and business are aligned when enterprise system supports business strategy, goals and requirements. Enterprise systems help the organizations to increase their efficiency, to raise the productivity, quality and competition level. Organizations implementing enterprise systems usually don’t have the required internal resources and knowledge to implement an enterprise system themselves and have to hire external consultants. The purpose of the study was to gain more knowledge about the role of external consultants in aligning enterprise systems with business. We created a framework of enterprise system and business alignment from an external consultant’s perspective. This framework was validated by doing qualitative interviews with experts of enterprise systems. We found that involvement of an external consultant has a significant impact to enterprise system and business alignment. Our empirical findings showed that an external consultant has a crucial role and is a connecting part to achieve an alignment between enterprise systems and business. An external consultant by using his knowledge, personal characteristics and skills helps a customer to gain the maximum benefit from an enterprise system

Factors impacting knowledge transfer success in information systems outsourcing

Despite increased research interest on knowledge transfer in information systems (IS) outsourcing, the field still lacks sound and holistic understanding of the key factors influencing knowledge transfer success. The present paper attempts to provide a synthesis of existing theoretical perspectives and empirical findings related to the factors that facilitate or hamper knowledge transfer success in IS outsourcing. The data collection method is discussed and the key findings are presented. Conclusion is drawn and further research is suggested

Agility and system documentation in large-scale enterprise system projects: a knowledge management perspective

The growth of the agile approach usage comes with a deemphasis on formal documentation (explicit knowledge) and an increased reliance on personal interactions (tacit knowledge) for knowledge transfer. However, the sharing of tacit knowledge poses challenges. The agile approach is prone to knowledge hoarding, as well as knowledge loss from employee turnover and reassignment during periods of significant organizational changes. This study proposes a model that frames documentation and personal interactions as co-agents of system knowledge transfer. We report the preliminary confirmation of crucial antecedents along the dimensions of codification and personalization strategies to support our model. We present a set of findings on current practices, as well as a set of knowledge-sharing issues on system documentation based on three main categories. The first category incorporates system development approaches applied in large-scale enterprise systems projects. The second and the third categories comprise eight knowledge management themes, classified into the dimensions of personalization and codification for knowledge sharing and document practices. Finally, we put forward five propositions based on our findings.publishedVersio

Knowledge Management For Enterprise Systems: A Review Of The Literature

Enterprise Resource Planning (ERP) systems, also called Enterprise Systems (ES), have received much attention from researchers and practitioners. Along with that many researches have underlined the pivotal role of knowledge management for enterprise system success. This research in progress paper explores articles published in 8 journals during recent 11 years for knowledge management instances across ES lifecycle and categorizes these processes according to each phase of ES and knowledge management lifecycle. Subsequently presents the further analysis about gaps in the research area and under-studied fields which warrant future research

Coordination among ERP Consultants: Controlling Mechanisms

Consultants are deemed critical to the success of an ERP implementation because of the breadth and complexity of the system, the management of multiple modules, and the one-time nature of the project that limits desire to increase investment in a permanent workforce. However, consultants often fail to effectively coordinate their activities, making integration of the ERP problematic. Coordination across module implementation of the ERP is essential to the overall success. Achievements of consultants are often controlled by organizations though the negotiated contract, but just how do consultants apply controls to meet their obligations and reach an effective level of integration for the system? A qualitative analysis of consultant perspectives on coordination controls will serves as the basis of the study. Grounded theory techniques will be applied to surface appropriate controls applied by consultants. Taiwan ERP consultants serve as the interview cases. We expect that the level of knowledge of the tasks and procedures could be a determinant of the choice of control mechanisms adopted by ERP consultants firms

Yet Another ‘List’ Of Critical Success ‘Factors’ For Enterprise Systems: Review Of Empirical Evidence And Suggested Research Directions (2)

Critical Success Factors (CSF) remain the most-researched areas within the Enterprise Systems (ES) domain over the years and has resulted in a long ‘list’ of such factors. Consequently, many ‘factors’ are not more than ‘variables’ belonging to the same management area. Therefore, this paper argues for going back to the original definition of CSFs as few key areas and reviews empirical evidence in each CSF area. Thereafter, the paper notes other limitations of the CSF literature and suggests research directions to provide a deeper explanation of the ES phenomena. These include tracing CSFs across time, taking a change-centric view of the ES lifecycle, unpacking interrelationship among CSFs, paying attention to the implementation context, and moving from a list of CSFs to the identification of their underlying mechanisms. We hope that our suggestions will provide a roadmap to ES researchers on conducting focussed research on CSFs