A multi-country study of the adoption of ERP systems

Studies on the adoption of innovations by companies generally includemicro-level and meso-level variables in order to explain a company'sreceptiveness to innovations. This study adds to the literature byinvestigating the role of macro-level variables (i.e. nationalculture) to explain differences in innovation penetration levels andadoption decisions by companies across national cultures. Alarge-scale empirical study was carried out in 10 European countriesconcerning the adoption of Enterprise Resource Planning (ERP) softwareby mid size companies. Results indicate variables describing nationalcultural to have a strong, significant influence on the innovationpenetration and adoption. In addition, we find adoption modelsincluding micro-, meso- and macro-level variables to performsignificantly better in explaining innovation adoption acrosscountries than adoption models that only include micro- and meso-levelvariables.innovation;cross-cultural;organizational behavior;ERP

SMEs: ERP or virtual collaboration teams

Small firms are indeed the engines of global economic growth. Small and Medium Enterprises (SMEs) play an important role to promote economic development. SMEs in the beginning of implementing new technologies always face capital shortage and need technological assistance. Available ERP systems do not fulfil the specific requirements of Small firms. SMEs has scarce resources and manpower therefore many SMEs don?t have the possessions to buy and operate an ERP System. On the other hand competition and competitiveness of SMEs have to be strengthened. This paper briefly reviews the existing perspectives on virtual teams and their effect on SMEs management. It also discusses the main characteristics of virtual teams and clarifies the differences aspects of virtual team application in SMEs. After outlining some of the main advantages and pitfall of such teams, it concentrates on comparing of ERP and virtual collaborative teams in SMEs. Finally, it provides evidence for the need of ?Software as a Service (SaaS)? where an application is hosted as a service provided to customers across the web for SMEs as an alternative of ERP. It has been widely argued that ERP disadvantage in SMEs such as administrative expenditure and cost, isolated structure, severe lack of software flexibility, insufficient support of SMEs business and high operating cost, lead SMEs to use virtual collaborative team which is net work base solution

Critical Factors and Multisite Implementation of ERP: A Case Study in the UAE

Despite extensive studies in the ERP literature, little empirical understanding has been reached in relation to ERP implementation experiences in developing markets, particularly in the UAE context. Derived from the notions of critical successful factors and multisite implementation, two of widely researched areas in ERP studies, this paper thus seeks to provide practical insights about organizations’ ERP implementation experiences in the UAE setting. More specifically, it describes and contrasts critical factors and multisite implementation experiences in two case organizations situated in the UAE. These case organizations, one being categorized as a global company and the other local, provide interesting comparison of ERP implementation because of their complementary organizational structure and business strategies. In contrast to traditional ERP frameworks’ suggestions, these case organizations’ experiences reveal that contemporary ERP implementations might be more complex than previously expected since none of these case organizations’ ERP experiences follows suggestions made by frameworks based. Further discussion about how to better understand and examine maturing ERP technology in an increasingly globalized business environment such as the UAE is provided

Adoption of ERP system: An empirical study of factors influencing the usage of ERP and its impact on end user

AbstractComplex information systems like the ERP integrate the data of all business areas within the organization. The implementation of ERP is a difficult process as it involves different types of end users. Based on literature, we proposed a conceptual framework and examined it to find the effect of some of the individual, organizational, and technological factors on the usage of ERP and its impact on the end user. The results of the analysis suggest that computer self-efficacy, organizational support, training, and compatibility have a positive influence on ERP usage which in turn has significant influence on panoptic empowerment and individual performance

Indian SMEs Perspective for election of ERP in Cloud

With increasing market competition and globalization, SMEs have shown interest to deploy ERP package to integrate their business processes. High investment in terms of cost, manpower and time are the major hurdles while selecting a traditional ERP package. Hence there is a need to look for a cost effective ERP solution. Deploying ERP on Cloud is one such option due to lower infrastructure cost and flexible payment. A SME evaluates an ERP solution from Economical, Technological and People perspectives with the factors that measure them. . . A factor can either be a benefit or a threat. A benefit facilitates whereas a threat holds back SMEs decision to adopt ERP in cloud. This research provides a benefit- threat framework on Economical, Technological and People perspective that a SME perceives while selecting ERP in cloud environment. The framework is validated and it suggests that Economical and Technological are two important perspectives while selection of ERP on cloud for a SME

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

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

A framework for the successful implementation of food traceability systems in China

Implementation of food traceability systems in China faces many challenges due to the scale, diversity and complexity of China’s food supply chains. This study aims to identify critical success factors specific to the implementation of traceability systems in China. Twenty-seven critical success factors were identified in the literature. Interviews with managers at four food enterprises in a pre-study helped identify success criteria and five additional critical success factors. These critical success factors were tested through a survey of managers in eighty-three food companies. This study identifies six dimensions for critical success factors: laws, regulations and standards; government support; consumer knowledge and support; effective management and communication; top management and vendor support; and information and system quality