27,639 research outputs found

    The role of users in a continuous development ERP strategy: An analysis on the impact of end-users in the creation of an ERP continuous development strategy

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    Dissertation presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Marketing IntelligenceERP are organizations best allies and, potentially, their worst enemies. There are fine margins between a successful implementation that enables and fosters technological innovation and an ineffective implementation that delays organizational progress and has a detrimental financial impact. To enhance the likelihood for a successful implementation, organizations must establish a long-term continuous development plan that creates a technological environment that prioritizes users as positive agents of change. There is a paradox between the length and importance of an ERP project phase and the time and resources most organizations allocate for each of them. Pre-implementation and implementation phases gather key stakeholders and system experts while the post-implementation phase is traditionally neglected in an ERP project framework, which leads to inefficient long-term strategies. System users are key pieces when defining an ERP long-term strategic plan. This research was focused on understanding the role that end-users must play in the continuous development of an ERP project. The study identified and tested the relationship between end-user dimensions and ERP critical success factors and their impact on the promotion of ERP efficiency

    Identifying the critical success factors in the implementation of Enterprise Resource Planning (ERP) in the Zimbabwe electricity energy sector

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    The study identified CSFs and their prioritisation in ERP implementations in the Zimbabwean electricity energy sector context. This research paper discusses key recommendations for improving future Enterprise Resource Planning (ERP) implementations based on insights from an exploratory qualitative single case study in the Zimbabwean electricity sector. The design was an interpretive case study research with the data collected using face to face and telephonically interviews from eighteen participants belonging to four project role groups of project managers, module owners, supper (key) users and end users. The researcher conducted in depth interviews with four role groups. The following critical success factors were identified and discussed: Business Plan and Vision, Business Process Reengineering, Change Management, Communication, ERP System selection, ERP Team composition and competence, External Expertise, IT Infrastructure, Project Management, Top Management Support and Commitment, Training and Education, User Involvement and Vendor Support. The findings from this study can be used to contribute additional insight on the implementation of ERP systems in the electricity energy sector in the Zimbabwean context. This paper is significant because identification and prioritisation of critical success factors help organisations institute appropriate strategies to enhance the successful implementation of ERP system and increase the realisation of the benefits of ERP systems. Management must be able to use the rankings of the CSFs for resource allocation and improved human management

    Enterprise Resource Planning Implementation Strategies in Small- and Medium-sized Manufacturing Enterprises

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    The difficulty SME leaders of manufacturing firms experience in the executing of enterprise resource planning (ERP) systems threatens the longevity of innovative change within firms seeking to adopt ERP systems. Grounded in the diffusion of innovation theory, the purpose of this multiple case study was to examine critical success factors used to successfully implement ERP systems. The participants were four ERP business leaders of small to medium size manufacturing firms based on the east and west coasts of the United States. Data were collected using semistructured online interviews and a review of company documents. Through thematic analysis, five themes were identified: company culture and business process strategy; diffusion of innovation theory and digital transformation strategies in ERP; planning, managing, and leading strategies; change management strategies in ERP; and methods of implementation lessons learned. A key recommendation is for business leaders to identify causes of resistance to the organization-wide buy-in of new ERP systems. The implications for positive social change include the potential for successful change initiatives that impacts employment and economic health within their respective organizations and surrounding communities

    Strategies for U.S. City Government Enterprise Resource Planning System Implementation Success

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    Strategies for enterprise resource planning (ERP) system implementation success have been a focus of scholars since the 1990s. Researchers have demonstrated that ERP system implementation could cause both system failures and organization failures, affecting both operations and stakeholders. The theory of constraints was the conceptual framework for this single qualitative case study that explored ERP system critical success factors (CSFs) and strategies U.S. city governments use to successfully implement ERP systems. One city government in New Mexico with a successful ERP system served as the case study\u27s population. Data were collected from semistructured interviews and relevant documents and then open coded and thematically analyzed. Triangulation was employed to increase the trustworthiness of interpretations. The primary themes that emerged from the analysis of this single case study revealed the importance of the city government adequately resourcing and staffing the organization, providing top management support, continuously communicating to clarify motivations for implementations, gaining concurrence, and maintaining a change management asset. Other city government end-users, managers, leaders, and vendors could benefit from results of this study by identifying and addressing the relevant principal CSFs, and then developing and deploying strategies for the implementation, control, and remediation phases to increase ERP systems\u27 utility. City governments seeking to implement ERPs could effect social change by demonstrating fiscal stewardship of resources, adding fiscally efficient and efficacious operations directly supporting constituents, and increasing public confidence

    Successful Strategies for Implementing an Enterprise Resource Planning System

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    The enterprise resource planning (ERP) implementation success rate is as low as 30%. Researchers have shown that ERP system implementation could cause both system and organization failures, affecting operations and stakeholders, alike. The technology-organization-environment conceptual framework was used to ground this qualitative single-case study. The purpose of the study was to explore strategies that a manufacturing firm in Ghana used to implement ERP systems successfully. The population of this case study comprised 5 stakeholders from a manufacturing firm in Ghana who had success in implementing an ERP system. Data were collected using face-to-face semistructured interviews and review of various corporate documents. Data analysis consisted of reviewing interview transcripts, compiling and organizing the data using an open-coding system, grouping the data into themes, and interpreting the meaning of the themes and data. Triangulation was used to strengthen the validity of the case study design. The primary themes that emerged from data analysis included critical strategies that organizational leaders can use to implement ERP systems successfully in Ghana-based manufacturing firms. Significant findings were that leaders who engage in ERP implementation should focus on managing human and technological infrastructure resources, seeking the support of top management, and designing and executing comprehensive change management plans. Implications for positive social change include the potential to increase funding for local schools, after-school youth programs, and philanthropic donations based on increased organizational profits generated from successful ERP leader implementation strategies

    An Investigation of Critical Success Factors for the Implementation of Enterprises Resource Planning System in Chinese Small and Medium Enterprises

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    Enterprise resource planning system (ERP) has become one of the most important application information technologies for enterprise. However, the implementation of ERP system in Chinese small and medium enterprises (SMEs) is not very successful. The basic purpose of this paper is to find and verify the critical success factors (CSFs) of ERP implementation in Chinese enterprises under the specific context in China. Based on an extensive literature review, four CSFs are defined, namely top management support, business process re-engineering, change management and external professional support. This paper investigates 53 enterprises that have implemented the ERP system in the form of email questionnaire. The questionnaire is based on the previous mature scale to measure CSF, ERP system success and situational factors. Data is analysed by using SPSS and statistical tests are conducted using multiple regression methods. The results confirm that the change management, business process re-engineering, and top management support are the main CSFs for the implementation of ERP system in Chinese SMEs, among which the role of change management is the most prominent, and Chinese cultural characteristics make it the most critical factor. In addition, the support of consulting company is confirmed to have no significant impact on ERP system implementation of Chinese SMEs. Reengineering the business process before ERP implementation is conducive to increasing the reorganization process and the success of ERP systems. Based on the empirical research, this paper puts forward some suggestions to Chinese SMEs on how to cultivate the capability of ERP implementation, whether to hire ERP consulting companies, how to select ERP system implementation strategies and how to handle management practice issues

    Implementation of IT service management in Australia: case studies focusing on organisational change strategies

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    In order to provide better Information Technology (IT) services to their customers, organisations are increasingly implementing the IT Infrastructure Library (ITIL). ITIL describes processes, procedures, tasks, and checklists that can be applied by an organisation for establishing integration with its own strategies, delivering value, and maintaining a minimum level of competency. It allows the organisation to establish a baseline from which it can plan, implement, and measure improvements as well as compliance. Whilst the promise of ITIL implementation is compelling, many implementations do not achieve the anticipated outcomes. The extant literature provides very little information as to how ITIL is implemented or the organisational change strategies that organisations use to implement it. To find a point of comparison, study of Enterprise Resource Planning (ERP) and Business Process Reengineering (BPR) projects have found that there are similarities in this change processes with those observed during ITIL implementations. Research into the implementation of ERP and BPR has found that applying a formal change management strategy, incorporating a Socio-Technical Systems (STS) approach, can assist in the likelihood of a successful implementation. This exploratory research was conducted using a multiple case study approach to investigate the organisational change strategies that organisations have applied to ITIL implementation. This research also sought to identify if using STS as an approach to organisational change can influence the success of ITIL implementations. In this research, one particular STS model, the Leavitt Diamond, was applied in order to investigate the inter-relationships between the STS components and how they are affected during the implementation of ITIL. This research found that organisations were not deliberately selecting and applying an organisational change strategy during implementation. Interestingly though, without knowing it or doing so consciously, the organisations adopted similar organisational change approaches and types for their ITIL implementations. All eight of the organisations studied adopted a planned change approach with a phased ITIL implementation. The research found that although none of the organisations deliberately applied an STS approach to their ITIL implementations, they did without realising, apply an STS approach. The ITIL implementation was found to require greater effort to be applied to the people component of the STS; followed by process, technology and structure. The research also found that an appropriate amount of effort was necessary for each of the individual STS components; rather than an equal effort per component. This research has developed new insights into organisational change strategies and ITIL implementations that had not previously been explored. Through this research, an ITIL STS Model of Organisational Change has been produced that provides a plan and overview of the primary decisions to be made, with the resultant actions, in response to changes to the STS components. This research provides ITIL practitioners, for the first time, information about organisational change strategies as they have been applied to successful ITIL implementations; as well as a model that may assist with developing their own organisational change strategies

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

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    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

    The relevance of specific csfs for stakeholders during ERP implementation: an empirical study from Oman

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    The success of ERP systems implementation is affected by the extent to which stakeholders have been prepared for the project activities and its outcomes. Stakeholders’ preparation needs change as the ERP implementation lifecycle progresses and varies across stakeholder groups. Therefore a dynamic model is needed for such preparation. However such a model needs to reflect the relevance of different CSFs to different stakeholder groups at different stages of the ERP implementation life-cycle. This study examines empirical evidence from a survey conducted in Omani organisations to determine what these individual CSFs are and how they are distributed across the ERP implementation life-cycle for different stakeholder groups. The CSFs included in the survey were derived from a structured review of literature. Purposive sampling was used to select respondents representing different ERP stakeholders groups, all respondents had both experience and knowledge of ERP implementations. The survey data are analysed and the distribution of relevant CSFs across the ERP lifecycle for the different stakeholder groups are presente
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