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

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

SMEs e-business behaviour: a demographics and strategic analysis

The aim of this research was to understand the strategic uses of e-business systems and technologies by classifying companies and particularly small and medium businesses according to demographics as well as e-business behavior variables.The study was based on data from a large quantitative survey of European E-business W@tch for the period 2007 using questionnaire interviews (N=409). We employed two-step cluster analysis, multinomial logistic regression and stepwise descriminant analysis as the most appropriate methods for our analysis. The findings revealed six clusters associated to e-business adoption. The six groups differ in terms of demographic characteristics as well as e-business applications they use. We found that the following clusters exist: (a) Leaders: large companies that extensively use ebusiness in a strategic manner (b) innovators: use e-business in an way that allows them to innovate and differentiate from other companies (c Beginners: small and medium companies across all sectors that only recently start to use e-business (d) Unready Adopters: micro and small companies that lag behind (e) Late Adopters: small-size companies but larger that the Unready Adopters, that appear not to be interest in the advances of ICTs and (f) Laggards: micro companies with little use of e-business.The results of our survey can positively contribute to managers aiming to take advantage of technological advances in electronic business as well as to any researcher who study e-business management and applications

ERP implementation success framework for developing countries : case of South African SMEs

Enterprise resource planning (ERP) systems have been highlighted in literature as one of the most powerful tools in information systems to facilitate rapid decision-making, cost reduction and greater managerial control. With today's Information Technology (IT) market growth, South African Small and Medium Enterprises (SMEs) have started to recognise ERP systems as a common and necessary platform. However, literature on this topic indicates that the majority of implementations do not meet organisations' expectations. Recent research studies indicate that more than a half of ERP implementations in SMEs fail. More importantly, the factors associated with ERP implementation success in South African SMEs are largely unknown. Furthermore, the high rate failure of ERP implementation in SME represent a threat to South Africa since SMEs are the backbone of the nation's economy. This research study therefore explores success implementation indicators and factors associated with ERP implementation in South African SMEs. In addressing the research questions, the study draws on a combination of the DeLone and McLean IS success model and the Technological, Organisational, Environmental (TOE) framework as well as a number of success factors identified through an extensive review of literature. Semi-structured interviews and thematic analysis are used to collect, analyse the data and to develop the ERP implementation success framework. The ERP implementation success framework is composed of four Information System (IS) success indicators and thirteen success factors. Although, findings established that there are relationships between four IS success indicators and thirteen success factors, only nine of the thirteen success factors were found to have direct relationships with the IS success indicators. The nine success factors are: ERP flexibility, ERP suitability, data accuracy, timeliness, top management support, change management, project management, user training and vendor support. The IS indicators from which these nine factors are related to: Management quality, system quality, information quality and service quality