Challenges and influential factors in ERP adoption and implementation

The adoption and implementation of Enterprise Resource Planning (ERP) systems is a challenging and expensive task that not only requires rigorous efforts but also demands to have a detailed analysis of such factors that are critical to the adoption or implementation of ERP systems. Many efforts have been made to identify such influential factors for ERP; however, they are not filtered comprehensively in terms of the different perspectives. This paper focuses on the ERP critical success factors from five different perspectives such as: stakeholders; process; technology; organisation; and project. Results from the literature review are presented and 19 such factors are identified that are imperative for a successful ERP implementation, which are listed in order of their importance. Considering these factors can realize several benefits such as reducing costs and saving time or extra effort

Designing Scalable Business Models

Digital business models are often designed for rapid growth, and some relatively young companies have indeed achieved global scale. However despite the visibility and importance of this phenomenon, analysis of scale and scalability remains underdeveloped in management literature. When it is addressed, analysis of this phenomenon is often over-influenced by arguments about economies of scale in production and distribution. To redress this omission, this paper draws on economic, organization and technology management literature to provide a detailed examination of the sources of scaling in digital businesses. We propose three mechanisms by which digital business models attempt to gain scale: engaging both non- paying users and paying customers; organizing customer engagement to allow self- customization; and orchestrating networked value chains, such as platforms or multi-sided business models. Scaling conditions are discussed, and propositions developed and illustrated with examples of big data entrepreneurial firms

Enabling mobile commerce through mass customization

Mobile Commerce is a new degree of electronic commerce arises from the convergence of Internet and mobile communication technologies. In order to be successful in mobile business, it is not sufficient to simply transfer conventional Internet applications or E-Commerce business models on mobile devices. Added values for the customer are necessary. Typical informational added values in Mobile Commerce originate from ubiquity, context-sensitivity, identifying functions or command and control functions. Mobile devices implicate disadvantes, which can be equalized by individualization. For the simplest devices, this is satisfied with simple features like housings, ring tones or logos. The more upmarket the device is, the more the individualization focus is laid on the applications instead of the device itself. In terms of mass customization, the individualization of mobile devices and applications can be categorized as soft customization. Below this level, three kinds of customization habe to be distinguished: The first on is device adaptation which means the customization of the device itself. The next one is application adaptation and describes the customization of the applications through the customer or as self-individualization of the software. The last one is service composition and means the package of services or the customer-individual composition of applications and services, which ca be done either by the customer, by the provider or by collaboration of both. In this paper we show the importance of mass customization and its techniques for the success of mobile commerce.mass customization; M-Commerce; mobile added values; point-of-delivery-customization; service composition

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

E-business Model Innovation and Capability Building

e-commerce, business models, capacity building

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