Understanding Behavioral Sources of Process Variation Following Enterprise System Deployment

This paper extends the current understanding of the time-sensitivity of intent and usage following large-scale IT implementation. Our study focuses on perceived system misfit with organizational processes in tandem with the availability of system circumvention opportunities. Case study comparisons and controlled experiments are used to support the theoretical unpacking of organizational and technical contingencies and their relationship to shifts in user intentions and variation in work-processing tactics over time. Findings suggest that managers and users may retain strong intentions to circumvent systems in the presence of perceived task-technology misfit. The perceived ease with which this circumvention is attainable factors significantly into the timeframe within which it is attempted, and subsequently impacts the onset of deviation from prescribed practice and anticipated dynamics

An ES process framework for understanding the strategic decision making process of ES implementations

Enterprise systems (ES) implementations are regarded costly, time and resource consuming and have a great impact on the organization in terms of the risks they involve and the opportunities they provide. The steering committee (SC) represents the group of individuals who is responsible for making strategic decisions throughout the ES implementation lifecycle. It is evident from recent studies that there is a relationship between the decision making process and ES implementation success. One of the key elements that contribute to the success of ES implementations is a quick decision making process (Brown and Vessey, 1999; Gupta, 2000; Parr, et al., 1999). This study addresses the strategic decision-making process by SC through its focus on four research questions (1) How can the strategic decision-making process in the implementation of ES be better understood, during each phase of the ES implementation lifecycle? (2) What is the process by which the SC makes strategic decisions? (3) How are fast decisions made? and (4) How does decision speed link to the success of ES implementation? Process models of ES implementation will provide a framework to investigate the strategic decision making process during each phases of the ES implementation lifecycle. Patterns in the decision making process will be explored using strategic choice models. This study develops a research model that focuses on the decision making process by steering committee to explore research questions. It concludes with identifying contributions to both IS research and business practitioners

Unleashing the Effectiveness of Process-oriented Information Systems: Problem Analysis, Critical Success Factors, Implications

Process-oriented information systems (IS) aim at the computerized support of business processes. So far, contemporary IS have often fail to meet this goal. To better understand this drawback, to systematically identify its rationales, and to derive critical success factors for business process support, we conducted three empirical studies: an exploratory case study in the automotive domain, an online survey among 79 IT professionals, and another online survey among 70 business process management (BPM) experts. This paper summarizes the findings of these studies, puts them in relation with each other, and uses them to show that "process-orientation" is scarce and "process-awareness" is needed in IS engineering

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

ORGANISATIONAL FACTORS AND THEIR ROLES IN CREATING IT BUSINESS VALUE

Research on business value of information technology (IT) has recognised that organisational factors play critical roles in affecting how IT impacts on firm performance. However, the conceptualisation of organisational factors and their relationship with IT and firm performance has not been extensively developed in the literature. There is neither a coherent way of specifying organisational factors nor a consensus on how IT and organisational factors interact to affect IT business value. This paper, based on a change management perspective, understands IT adoption as a change that is likely to trigger significant changes in organisational factors, which in turn may affect IT business value either positively or negatively. Building on previous work in IT business value and change management, this paper presents a cross-disciplinary study of the relationship between IT and organisational factors. It adopts a classification of organisational change and maps organisational factors identified in the IT business value studies into four categories for the purpose of knowledge accumulation. Based on the analysis, this paper offers an explanation of how IT and organisational factors interact to affect business value and concludes with a discussion of the findings and future research

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

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

Using the partial least squares (PLS) method to establish critical success factor interdependence in ERP implementation projects

This technical research report proposes the usage of a statistical approach named Partial Least squares (PLS) to define the relationships between critical success factors for ERP implementation projects. In previous research work, we developed a unified model of critical success factors for ERP implementation projects. Some researchers have evidenced the relationships between these critical success factors, however no one has defined in a formal way these relationships. PLS is one of the techniques of structural equation modeling approach. Therefore, in this report is presented an overview of this approach. We provide an example of PLS method modelling application; in this case we use two critical success factors. However, our project will be extended to all the critical success factors of our unified model. To compute the data, we are going to use PLS-graph developed by Wynne Chin.Postprint (published version

Enterprise Resource Plannin (ERP) for the Next Millenium: Development of an Integrative Framework and Implications for Research

The development of Enterprise Resource Planning (ERP) software packages in the 1990’s has turned the enterprise software market into one of the industry’s hottest and most volatile segments on the threshold of a new century and a new millennium. The high failure rate of ERP implementations, and the mixed results of ERP systems, necessitate investigations that enhance our understanding of the issues involved in implementing these complex systems and provide help with devising implementation strategies that lead to success. To develop a deeper understanding of ERP systems, we propose an integrative framework and taxonomy derived from the socio-technical view of organizations and other extant theories that illustrates the multifaceted nature of ERP implementations