Differences in ERP Implementations in India & Western Europe

Globally the IT business is worth more than $3 trillion, out of which a huge part is ERP projects. More and more of these projects are now being implemented in Emerging economies, like India. There are differences in the ERP project implementation between Indian Organizations and those in Western Europe. This paper investigates through case studies what are the differences between these two project implementation cultures. Some of the key insights are that Indian projects have more cross-functional teams as opposed to more focused teams in Europe, as also there being better & more detailed planning in European projects vis-à-vis Indian projects. Managerial implications of these differences are also discussed

Untold Stories of ERP Systems Implementation: Role of Ownership and Governance, Scope Management, and Employee Empowerment

Much prior research on enterprise resource planning (ERP) systems implementation has been conducted in western countries that have different social and organizational cultures from countries in the other parts of the world, such as the Arab World. In this paper, we examine ERP systems implementations in Saudi Arabia which is an important economic frontier in the world. Our key focus was to understand the role of three important aspects of ERP systems implementations—i.e., ownership and governance, scope management, and employee empowerment. We conducted six case studies and found that the nature of ownership and governance played a significant hindering role during implementation. We further found that Saudi organizations faced major challenges during implementation with respect to managing the scope of implementation. Finally, we found that owners and top management were deeply concerned about losing their control over employees following ERP systems implementations. We offer theoretical and practical implications

Challenges and success factors for implementation of lean manufacturing in European SMES

Small and medium-sized enterprises are crucial to value creation in the European economy. The SMEs need continuous improvement initiatives to stay competitive. However, SMEs are less likely to implement lean practices compared to larger companies. Limited research exists on the factors that are vital for succeeding with Lean implementations in SMEs. A case study of Norwegian and Belgium SMEs has been conducted in the European research project ERIP (European Regions for Innovative Productivity). Six critical success factors are suggested, which correspond well with previous research: 1) Ensure strong management involvement. 2) Develop thorough employee participation. 3) Allocate sufficient time for preparing the organisation. 4) Focus on creating motivation to complete initiatives. 5) Build competence internally in the organisation. 6) Establish a performance evaluation system

Chapter XV: Success Factors for the Global Implementation of ERP / HRMS Software

This research observes a global implementation of enterprise resource planning (ERP)/human resources management system (HRMS) software at an international company. The software was implemented in 16 countries. Variables such as cultural differences, communication-distance, management support, trust, and resistance to change were evaluated in the literature review. These variables have an impact on implementation success during global HRMS implementation. Further analyses on specific success factors faced with global implementations were evaluated using semi-structured interviews. The authors prepared a questionnaire to further explore the data. Respondents rated questions related to management support the highest overall. An interesting find was that the semi-structured interview results indicated that the software chosen was not a perfect fit for the global community. The mean for questions related to global HRMS success was higher for respondents located in the United States than those located in other locations

Chinese Cultural Implications for ERP Implementation

Implementation of an enterprise resource planning (ERP) system in a global environment can be fragmented due to the internal enterprise culture, which is representative of societal culture. In China, this is especially true due to the nationalistic culture of business. The way ERP systems are perceived, treated, and integrated within the business plays a critical role in the success or failure of the implementation. When a Western developed ERP system is implemented in a country where the culture differs greatly from that of the developer, implementation may require localization in order to be successful. In doing so, strategic benefits of ERP systems may be diminished. This research paper looks into the characteristics of Chinese localization by Western vendors and the implications to the Chinese enterprise. Keywords: ERP, Chinese Cultural Implications, Societal Culture, StrategyImplementation of an enterprise resource planning (ERP) system in a global environment can be fragmented due to the internal enterprise culture, which is representative of societal culture. In China, this is especially true due to the nationalistic culture of business. The way ERP systems are perceived, treated, and integrated within the business plays a critical role in the success or failure of the implementation. When a Western developed ERP system is implemented in a country where the culture differs greatly from that of the developer, implementation may require localization in order to be successful. In doing so, strategic benefits of ERP systems may be diminished. This research paper looks into the characteristics of Chinese localization by Western vendors and the implications to the Chinese enterprise. Keywords: ERP, Chinese Cultural Implications, Societal Culture, StrategyImplementation of an enterprise resource planning (ERP) system in a global environment can be fragmented due to the internal enterprise culture, which is representative of societal culture. In China, this is especially true due to the nationalistic culture of business. The way ERP systems are perceived, treated, and integrated within the business plays a critical role in the success or failure of the implementation. When a Western developed ERP system is implemented in a country where the culture differs greatly from that of the developer, implementation may require localization in order to be successful. In doing so, strategic benefits of ERP systems may be diminished. This research paper looks into the characteristics of Chinese localization by Western vendors and the implications to the Chinese enterprise. Keywords: ERP, Chinese Cultural Implications, Societal Culture, Strateg

Conceptualizing Emerging Technology in Local Contexts: An Ethnographic Study of RFID in an Emirate’s Farming Industry

Situated in an emirate’s farming industry, this ethnographic study develops a framework to help bridge the existing knowledge gap about what and how local contexts interact with emerging technology, RFID in particular. Findings suggest that numerous local factors pertaining to the researched emirate’s unique environmental, project, cultural, and societal/political contexts shape and/or are reshaped by RFID implementation. For example, geographic landscape demands systems modification and device adaptation; religious custom increases project difficulty, and the systems, in turn, requires changes in certain religious practice; the notion of social sustainability establishes objectives for RFID project, while the latter helps reshape social welfare systems. As these local factors have rarely been empirically examined, my framework can help contribute to future RFID implementation in different local contexts. More specifically, insights gained urge stakeholders involved to carefully manage unique factors of the emirate or similar contexts for intended RFID projects. The findings also suggest that stakeholders should be aware of RFID’s reshaping effects on the local context particularly because those effects might be unexpected

On the Importance of National Culture for the Design of Information Systems

In this contribution a literature review is conducted to illustrate how national culture influences phases of the design of information systems. For this purpose, we review the literature in order to identify reliable and commonly approved findings as well as still open remaining questions. Fundamentally, our literature review is a comprehensive framework that sets typical dimensions of system design as well as main types of cultural research in relation to each other. The existing research results in the area of national culture are classified along the levels of system design and attributed to typical phases of the design of information systems. It thus becomes apparent that in the domain of culture and information system design it is often only the design subject or the design object that is addressed. Contributions that connect both levels rarely exist. In our review, only a limited number of publications could be identified that covered concrete phases of the development providing system design, implementation, as well as verification and validation. From a theoretical perspective, there is an obvious dominance of Hofstede’s cultural dimensions that well address single topics of the design, such as user interface and inter cultural problems in development teams. Other domains, however (e.g., technology and architecture), are inadequately explained. Further, a predominantly phenomenological focus becomes obvious. The observed cultural phenomena and the connected interpretations are usable in a limited way for concrete development initiatives. The contribution ends with the vision of a theory for the culturally sensitive design of socio-technical information systems that absorbs current scientific knowledge and unites it in a structured approach

Enterprise resource planning systems implementation and upgrade (a Kenyan study)

In recent years there has been an increase in using Enterprise Resource Planning (ERP) systems in large companies and government corporations mainly in developed countries. While there is wide adoption of ERP systems in Western economies, developing countries lag far behind. However, due to recent economic growth, developing countries such as Kenya are increasingly becoming major targets of ERP vendors. There is an urgent need for under- standing ERP implementation issues in developing countries, as ERP systems are still in their early stages in these countries. They face additional challenges related to economic, cultural and basic infrastructure issues. This research investigates the organisational and national context within which ERP is adopted and used in Kenya, and how the context and ERP influence each other. In general, this research is based on the need to study organisations in their societal contexts and information systems in their organisational settings. The research contributes to the controversial debate on the conflict between standardisation imposed by ERP systems and localisation of business practices. This study provides some key insights into the implementation and use of ERP systems in the public and the private sectors in Kenya. Case study findings suggest that the company sector plays an important role in ERP implementations in several key dimensions. ERP systems with in-built business practices express the tendency toward standardisation. In addition, the study investigates the challenges faced by organisations implementing ERP systems in Kenya and factors influencing ERP upgrade decisions. Findings of this research suggest that ERP implementation and upgrade is influenced by, but not necessarily bound by, existing contextual factors - national and organisational. Two models, namely, the Empirical ERP Implementation Model (EEIM) and the Upgrade Decision Model (UDM), are developed to represent ERP implementation and upgrade practices. The EEIM helps to identify why there will be particularly high variance in potential outcomes and further validates which organisational contexts and ERP implementation configurations create options during ERP implementation and usage. The UDM makes a novel contribution by showing how different forces interact to bring an aggregate of influences to a threshold level where an ERP system upgrade becomes necessary. The findings of this study also aid the management of organisations that are implementing ERP systems to gain a better understanding of the likely challenges they may face and to enable them to put in place appropriate measures to mitigate the risk of implementation failures. This study also proposes an IT strategy framework which can be used by organisations planning to implement ERP to align their business and IT strategy. Finally, the study provides practical guidelines to practitioners on ERP implementation and upgrade based on the experience of the case study organisations and the ERP consultants interviewed

A Case Study of Success Factors Associated with a Global Implementation of ERP/HRMS Software

This research observes a global implementation of Enterprise Resource Planning (ERP)/Human Resources Management System (HRMS) software at an International company in Omaha, Nebraska. The software was implemented in sixteen countries. Variables such as cultural differences, communicationdistance, management support, trust, and fear of change were evaluated in the literature review. These variables have an impact on implementation success during global HRMS implementation. Further analyses on specific success factors faced with global implementations were evaluated using semi-structured interviews. The author prepared a questionnaire to further explore the data. Respondents rated questions related to management support the highest overall. An interesting find was that the semi-structured interview results indicated that the software chosen was not a perfect fit for the global community. The mean for Global HRMS Success was higher for respondents located in the United States than those located in other locations

Towards a model for ERP user adoption in SMMEs an emerging economy analysis

Includes abstract.Includes bibliographical references.Small, micro and medium-sized enterprises (SMMEs) are the breeding ground for entrepreneurs, the future of emerging economies and the driving force in the global economy. A successful SMME sector holds numerous benefits for an emerging economy such as South Africa. Due to the large growth in SMMEs globally, Enterprise Resource Planning (ERP) vendors are developing products to cater for the ERP SMME sector. ERP systems provide SMMEs with a strategic tool which potentially improves their business processes, increases competitiveness and provides them with the opportunity to compete globally and sell their products internationally. While ERP systems provide an organisation with various benefits, the successful implementation of ERP systems is a challenge