28,791 research outputs found

    Determinant of Resistance for ERP system in Private Companies in Yemen

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    In fact, ERP system has become required for many organizations particularly those organizations that have foundations in different countries. Recently, some organizations in Yemen have adopted ERP system but the usage of this system failed as it faced user resistance. Hence, the prime concern of this study is to investigate the resistance factors of Enterprise Resource planning from user perspective not organization or technical perspective to specify the basic reasons for user resistance to successfully adopting ERP system. Four factors are examined their association with adopting ERP. These factors are user training, resistance to change, user expectation, and system usage. A questionnaire was distributed to 200 of ERP end users. Linear regression analysis program was used to analyze the data and examine the relationship between user’s resistance factors and ERP adoption. The result shows that each of user’s training, resistance to change and system usage has a significant relationship with ERP adoption, However results show no relationship between user expectation and ERP adoption. This paper benefits management in organizations by providing the factors that contribute to adopt ERP system. Keywords: ERP adoption, User resistance, User’s training, Resistance to change, System usage

    MANAGING CHANGE IN ERP IMPLEMENTATION: LESSONS LEARNED FROM AN SME CONTEXT

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    Organizations implementing enterprise resource planning (ERP) systems experience the need for extensive changes in structure, core processes, and roles - making change management crucial. Prior research on change management in ERP implementations focuses mostly on large enterprises and lacks empirical insight into why change management is challenging. We conducted a case study in a Norwegian Small and Medium-sized Enterprise (SME) working in mechanical manufacturing. Interviews, observations, and documents were analyzed. This study contributes to the literature focusing on change management in ERP implementations and pro-vides rich insight into how and why change management is challenging in an SME context by detailing eight key reasons behind 33 challenges. Lessons learned from this study may have transferable value to other SMEs implementing ERP. The study highlights the importance of considering culture, overall organizational workload, and ensuring deep engagement during an ERP project. Several of the challenges were interconnected. Customizing organizational processes was challenging because it opposed the established culture within the company, risk management was underestimated, and culture was more of an impediment than a facilitator for change management. Finally, the management style, lack of holistic project view, and lack of competence in computer usage were also identified as challenges impeding an efficient implementation

    DSS (Decision Support Systems) in Indian Organised Retail Sector

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    Indian organised retail industry is poised for growth. Rapid state of change due to speedy technological developments, changing competitive positions, varying consumer behaviour as well as their expectations and liberalized regulatory environment is being observed in organized retailing. Information is crucial to plan and control profitable retail businesses and it can be an important source of competitive advantage so long as it is affordable and readily available. DSS (Decision Support Systems) which provide timely and accurate information can be viewed as an integrated entity providing management with the tools and information to assist their decision making. The study, exploratory in nature plans to adopt a case study approach to understand practices of organized retailers in grocery sector regarding applications of various DSS tools. Conceptual overview of DSS is undertaken by reviewing the literature. The study attempts to describe practices and usage of DSS in operational decisions in grocery sector and managerial issues in design and implementation of DSS. Comparision across national chain and local organized retailer in grocery sector reveals that national chain having implemented ERP partially are mostly using the same for majority of operational decisions like inventory management, CRM, campaign management. Two local players use spread sheets and in house software to make the above operational decisions. The benefits realized remain the same across the retailers. Prioritization as well as quantification of benefits was not communicated. The issues of coordination, integration with other systems in case of ERP usage, training were highlighted. Future outlook of DSS by the respondents portrayed a promising picture.

    Experiences of enterprise resource planning system at a flagship university in Africa: Familiarity, barriers and way forward

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    Recent research has discussed the difficulties with implementing ERP systems, and the opportunities associated with the use of these systems in university contexts, but has not examined the experiences that internal stakeholders, particularly in African contexts puzzled by certain technology, have with these systems in the period after the systems ‘go-live’. This study explored these experiences, at one Flagship University in Botswana. Students, academic and administrative staff were surveyed about their familiarity with using the ERP system and the barriers they faced. Additional qualitative data probed into motives for ERP system use and concerns thereof. Findings revealed that the stakeholders showed high familiarity with, and usage of, the ERP modules tailored to their particular needs. The motives for use were mainly related to management efficiency and customer satisfaction, but not information accuracy. Information inaccuracy was an obstacle, along with academic and administrative staff relapse into old habits, weaknesses in the transitional change management, a detached persona of the university administration, and inadequate training/support, particularly for stakeholders who were not part of the system development. The gravest barriers were experienced these stakeholders. Importantly, the study offered insights into how the barriers and concerns held can be mitigated.

    Correlating Architecture Maturity and Enterprise Systems Usage Maturity to Improve Business/IT Alignment

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    This paper compares concepts of maturity models in the areas of Enterprise Architecture and Enterprise Systems Usage. We investigate whether these concepts correlate, overlap and explain each other. The two maturity models are applied in a case study. We conclude that although it is possible to fully relate constructs from both kinds of models, having a mature architecture function in a company does not imply a high Enterprise Systems Usage maturity

    System implementation: managing project and post project stage - case study in an Indonesian company

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    The research reported in this paper aims to get a better\ud understanding of how the implementation process of\ud enterprise systems (ES) can be managed, by studying the\ud process from an organisational perspective. A review of\ud the literature on previous research in ES implementation\ud has been carried out and the state of the art of ES\ud implementation research is defined. Using several body of\ud literature, an organisational view on ES implementation is\ud described, explaining that ES implementation involves\ud challenges from triple domain, namely technological\ud challenge, business process related challenge, and\ud organisational challenge. Based on the defined state of the\ud art and the organisational view on ES implementation\ud developed in this research, a research framework is\ud presented, addressing the project as well as the postproject\ud stage, and a number of essential issues within the\ud stages. System alignment, knowledge acquisition, change\ud mobilisation are the essntial issues to be studied in the\ud project stage while institutionalisation effort and\ud continuous improvement facilitation are to be studied in\ud the post-project stage. Case studies in Indonesian\ud companies are used to explain the framework

    Strategic Predictors of Successful Enterprise Systems Deployment

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    Purpose The delivered wisdom to date has enterprise system purchase and implementation as one of the most hazardous projects any organization can undertake. The aim was to reduce this risk by both theoretically and empirically finding those key predictors of a successful enterprise system deployment. Design/methodology/approach A representative sample of 60 firms drawn from the Fortune 1000 that had recently (1999-2000) adopted enterprise resource planning (ERP) systems was used to test a model of adoption performance with significant results. Findings Leadership (social learning theory), business process re-engineering (change the company not the technology) and acquisition strategy (buy, do not make) were found to be significant predictors of adoption performance (final model R 2=43 percent, F=5.5, pp Originality/value The “four factor” model we validate is a robust predictor of ERP adoption success and can be used by any organization to audit plans and progress for this undertaking

    Strategic Predictors of Successful Enterprise Systems Deployment

    Get PDF
    Purpose The delivered wisdom to date has enterprise system purchase and implementation as one of the most hazardous projects any organization can undertake. The aim was to reduce this risk by both theoretically and empirically finding those key predictors of a successful enterprise system deployment. Design/methodology/approach A representative sample of 60 firms drawn from the Fortune 1000 that had recently (1999-2000) adopted enterprise resource planning (ERP) systems was used to test a model of adoption performance with significant results. Findings Leadership (social learning theory), business process re-engineering (change the company not the technology) and acquisition strategy (buy, do not make) were found to be significant predictors of adoption performance (final model R 2=43 percent, F=5.5, pp Originality/value The “four factor” model we validate is a robust predictor of ERP adoption success and can be used by any organization to audit plans and progress for this undertaking

    Reasons behind ERP package adoption: a diffusion of innovations perspective

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    Enterprise Resource Planning (ERP) packages have been widely adopted and it is becoming clear that this is driven by multiple rationales that may be simultaneously at odds and complimentary. In this paper, we aim to develop a greater understanding of these rationales by taking ERP packages to be innovations and analysing their adoption with reference to the theory of diffusion of innovations. In particular, we consider the attributes of ERP packages that may affect their adoption such as relative advantage, compatibility, complexiblity, trialability and observability. We argue that users’ perceptions of these attributes are not always accurate and these ’misconceptions’ can further explain reasons for ERP adoption or rejection. Although our analysis aims to provide rich insights into the adoption of ERP packages, the results of the study are arguably of further interest to the more general study of packaged software and the more established literature on custom development
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