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

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

Technology Evaluation and Imitation: Do They Have Differential or Dichotomous Effects on ERP Adoption and Assimilation in China?

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Examining ERP Committee Beliefs: A Comparison of Alternative Models

Various models have been proposed to explain information technology (IT) adoption behavior. However, these models are based primarily on logical deliberation. In reality, it is impossible to obtain perfect information for a rational evaluation of new or emerging IT. In this situation, sometimes the “best alternative” is imitation. We believe that two opposing forces influence the beliefs of enterprise resource planning (ERP) committee members: rational and imitative. We propose here an integrated model and examine it together with diffusion of innovation (DOI) and imitation models. The study findings indicate that our integrated model has better explanatory power. In addition, imitative forces are shown to have a consistent direct effect and significant indirect effect on beliefs. Hence, imitative forces play a crucial role in the decision-making process, which opens up a new avenue for research into technology adoption

An Institutionalisation View of the ERP in Large Organisations

Enterprise resource planning (ERP) system is a highly complex information system. Contemporary information systems research on ERP technology focuses on factors influencing success of its organizational adoption. However, adoption is largely discussed in terms of technology implementation rather than its assimilation within the organization. ERP implementation, however, is not a one off endorsement of technology; instead its implementation is a continuous process of technology assimilation aimed at organisational evolution with and within the technical, organisational, and cultural context of the organisation. This process of institutionalisation maintains legitimacy, power, and social and economic fitness of the organisation on an on-going basis. This paper investigates ERP implementation challenges through various stages of ERP assimilation process considering institutional pressures, institutional change, and other technology implementation/ assimilation theories. It draws out a framework to guide ERP institutionalisation research in large organisations in Australia

Exploring Cultural Impact on Long-Term Utilization of Enterprise Systems

Culture has been increasingly recognized as a key determinant of IS and ERP success. By drawing on theoretical antecedents in previous IS and culture studies, this paper examines and analyzes cultural impact on ERP utilization in China. The study involved 25 semi-structured interviews in two Chinese companies. The findings identified that China's cultural features of high power distance, low uncertainty avoidance and collectivism, can originate a set of crucial ERP barriers and problems, which are located in diverse management and organizational areas in Chinese companies. The study suggested that, in order to address these cultural obstacles and thus ensure long-term ERP success, Chinese enterprises need to substantially change their traditional business procedures, staff attitudes, and management behaviour. Given that many cultural factors are not unique to a country, the findings of this study should have applicability beyond China

Correlating Architecture Maturity and Enterprise Systems Usage Maturity to Improve Business/IT Alignment

This paper compares concepts of maturity models in the areas of Enterprise Architecture and Enterprise Systems Usage. We investigate whether these concepts correlate, overlap and explain each other. The two maturity models are applied in a case study. We conclude that although it is possible to fully relate constructs from both kinds of models, having a mature architecture function in a company does not imply a high Enterprise Systems Usage maturity

Identifying and improving deficient business processes to prepare SMEs for ERP implementation

The study reported in this paper aims to identify, explore and improve hitherto deficient business processes for SMEs in order to prepare them for ERP implementation projects. When business process improvement is traditionally perceived as a task that is particularly related to the ERP project phase, this paper argues that broad changes of business processes should actually be performed well before implementing the system. The research took a Cypriot SME as a case study, and adopted in-depth interview as the main method of data collection. The qualitative data collected was analysed by using an inductive thematic analysis approach. The findings identified that business deficiencies and problems, which can impact potential ERP adoption and usage in SMEs, can be localised across business processes, e.g. sales ordering and stock controlling processes. Disregarding these deficient business processes and business drawbacks in the ERP preparation stage will have implications not just for the subsequent ERP project, but also for the long-term ERP usage

Managing The Full Erp Life-Cycle: Considerations Of Maintenance And Support Requirements And It Governance Practice As Integral Elements Of The Formula For Successful Erp Adoption

Companies adopting enterprise resource planning (ERP) systems have often focused primarily on implementation-related factors while neglecting those of post-implementation. As a result, the usefulness and operation of the ERP systems, once installed, are compromised. This research adopted a case study approach to demonstrate that ERP adoption efforts that fail to pay attention to post- implementation requirements (especially those relevant to maintenance and support (M&S)) from an early stage in the project lifecycle will face dire consequences. It points out that poor planning and management of M&S services can imperil the normal operations of an ERP system and the daily activities of a business. With the life span of ERP systems getting shorter, sound M&S practices can extend their life and create a stable system platform to support efficient and effective business operations. M&S issues deserve to be considered as integral elements among the critical success factors (CSF) of ERP adoption projects. In other words, ERP success requires a full lifecycle perspective to be taken by adopting companies. With lessons having been learned from the mistakes in the first project, the company in this case study revamped its ERP implementation second time out, with due consideration being given to M&S strategies and practices from project initiation onward in order to realize a stable, usable, and maintainable system. The case study explores and identifies the critical success factors (CSF) of ERP adoption, and shows that M&S must be included as a key element from the outset and throughout the system lifecycle. Our findings capture a great deal of experience for any ERP adopting companies to follow in order to avoid learning costly lessons both in implementation and subsequent M&S throughout the lifespan of the system. A set of propositions is also presented for academic researcher to consider in future ERP research endeavors