SMEs COMPETITIVE ADVANTAGE AND ENTERPRISE RESOURCE PLANNING IMPLEMENTATION: FINDING FROM CENTRAL JAVA

Enterprise Resource Planning (ERP) is an integrated application software for widespread use in the organization. The aim of this study is to determine factors that affect the successful implementation of ERP in Small and Medium Enterprises (SMEs) in Central Java in order to build competitive advantage. To test the hypothesis, this study utilized data from 107 SMEs in Central Java. The results revealed that variable Business Process Reengineering have the greatest influence toward the successful implementation in Small and Medium Enterprises. It is suggested that SMEs should gain knowledge and solidify its business process reengineering before implementing ERP

Effectiveness of Using Enterprise Systems to Teach Process-Centered Concepts in Business Education

A true experimental pretest/posttest design is utilized to measure the effectiveness of using the SAP R/3 System as a supplement tool to teach Enterprise Resource Planning. In particular, the study addresses the question of how to use the system to enhance learning of business/IS concepts such as distributed client/server systems, business process reengineering, supply chain management, and integrated business processes at the undergraduate and graduate level in business schools. From both a business/IS practitioner and academic research standpoint, the information collected on this study can be used to build a body of knowledge about the students’ learning process in the context of Enterprise Resource Planning Systems such the SAP R/3 System

SME’s Enterprise Resource Planning Implementation, Competitive Advantage, and Marketing Performance

Enterprise Resource Planning (ERP) is an integrated application software for widespread use in the organization. The aim of this study is to determine factors that affect the successful implementation of ERP in Small and Medium Enterprises (SMEs) in Central Java in order to build competitive ad-vantage and increase marketing performance. To test the 9 hypothesis, this study utilized data from 107 SMEs in Central Java. The results revealed that variable hardware and software selection have the greatest influence toward the successful implementation in Small and Medium Enterprises. It is suggested that SMEs should gain knowledge and solidify its business process reengineering before implementing ERP. Research paper Reference to this paper should be made as follows: Raharjo, S. T., Mudiantono, Perdhana, M. S. (2016). “SME’s Enterprise Resource Planning Implementation, Competitive Advantage, and Market-ing Performance: Finding from Central Java, Indonesia”, Journal of Entrepreneurship, Business and Economics, Vol. 4, No. 1, pp. 22–44.

ERP Implementation and Cultural Issues: A case study

Business Process Reengineering (BPR) is defined as the fundamental rethinking and radical redesign of business processes. Implementing an Enterprise Resource Planning (ERP) system involves reengineering the existing business processes to accommodate the best practices adopted by these software packages. It is also suggested that an awareness of cultural differences, both at organizational and national levels, is critical to ERP success. This paper reports on a study of BPR through ERP implementation in two Chinese medium sized manufacturing organizations. The selected organizations are the same size and have implemented the same type of ERP systems to reengineer their business processes. One of the companies is a stateowned company and the other is a private organization. The findings suggest that business processes can only reflect technical aspect from socio-technical view. Other two subsystems, human system (eg, culture, motivation, communication, willingness to change) and management system are equally important to contribute to overall organizational performance

Extending IT infrastructures in the service sector organisations through enterprise resource planning – a telecom case study

Copyright @ 2012 ISEing.Service Sector Organisations (SSOs) have significantly focused on adopting and implementing Enterprise Resource Planning (ERP) systems to automate their prime business processes, enhance organisational productivity with lower costs and prompt service delivery to fulfil consumer demands. Thus, ERP systems are considered as a principal source to provide imperative information vital for strategic decision making process. On the contrary, ERP systems adoption and implementation is also highly considered as a challenging and expensive process that not only requires rigorous efforts but also demands to have an exhaustive investigation of influential factors that are critical to the adoption and implementation of ERP systems. As a result, the authors exhibit that it is of great significance to investigate this area within SSOs. In so doing, this paper thus focuses on the ERP critical success factors from five different categories such as: stakeholders; process; technology; organisation; and project based on the literature analysis. These perspectives comprise of 24 factors that are imperative for a successful ERP adoption and implementation. These factors are validated through an in-depth qualitative single case study based research. The findings from the literature and empirical demonstrate that most of the factors influencing the decision making process for ERP adoption and implementation are highly significant with exception to few that have either low or medium importance