A Model for Enterprise Systems Implementation: Top Management Influences on Implementation Effectiveness

How to minimize risks involved in enterprise systems (ES) implementation while maximizing benefits has become a challenge for top management. This article proposes a conceptual model exploring impacts of top management on ES implementation effectiveness. This paper takes a perspective of innovation implementation because of the fact that ES, per se, is an IT innovation. This paper addresses ES implementation issues through its focus on two research questions: 1) what influences does top management exercises on the ES implementation? and 2) what top management contributes to a successful ES implementation under different implementation modes? Based on Klein and Sorra’s (1996) model, this paper develops a research model and identifies three top management influences to explore these research questions. The paper concludes with potential contributions to IS researchers and business practitioners

Determinants of success of strategic information systems planning (SISP): a review

This paper focuses on comprehensive analysis of determinants of SISP success. Current operationalizations of those determinants will be explored. Based on this analysis, methodologies employed to measure those determinants will be evaluated. Recommendations regarding the theoretical and empirical work that will be necessary to enrich the framework will then be provided

How Users are Different? Towards a Deeper Understanding of IT Usage Under the Context of Internet Technologies

Organizations have been suffering from IT nonuse and under-utilization. The objective of the study is to explore factors that could drive diverse and rich IT utilization. We propose two dimensions of usage—diversity (D; scope of usage) and intensity (I; the richness of IT usage), based on which four categories of IT usage are formed (Hd HI, HdLI, Ld HI, and LdLI). It is our assumption that organizations rely on rich and diverse IT usage to reap benefits from their IT investment. Drawing on established models (e.g., technology acceptance model) and theories (e.g., expectation-confirmation theory, social influence theory), we propose four factors (i.e., perceived usefulness [PU] and perceived enjoyment [PE], user satisfaction [US], and subjective norms [SN]) that could differentiate individual IT usage, and that these four determinants will be the highest for the Hd HI usage. A web survey was conducted across 364 users under the context of the Internet usage, and Multinomial Logistic Regression with Maximum Log Likelihood was applied to test the hypotheses. The results reveal that only PU and PE are the highest for Hd HI. The finding suggests that extrinsic and intrinsic motivations are necessary for diverse and intense IT usage

Implementing enterprise systems: top management influence on implementation effectiveness

How to minimize risks involved in enterprise systems (ES) implementation while maximizing benefits has become a challenge for top management. This article proposes a conceptual model exploring impacts of top management on ES implementation effectiveness. Top management influences under different ES implementation modes will then be examined. The paper concludes with potential contributions to IS researchers and practitioners

Do Perceived Leadership Behaviors Affect User Technology Beliefs? An Examination of the Impact of Project Champions and Direct Managers

Understanding the managerial influence on user beliefs of information technology (IT) has been an important concern to the IT adoption research. Our study contributes by examining relationships between managers\u27 leadership behavior and user technology beliefs. Drawing on the transformational leadership theory [Bass 1985], we develop a research model comparing the effect of leadership behaviors of two managerial roles - project champions and direct managers - on user technology beliefs. Our cross-sectional survey across 138 users in five organizations suggests that project champions and direct managers\u27 leadership behaviors exercise different influences on users\u27 technology beliefs. Implications of this study on research and practice are discussed

Covert Communication for Untrusted UAV-Assisted Wireless Systems

Wireless systems are of paramount importance for providing ubiquitous data transmission for smart cities. However, due to the broadcasting and openness of wireless channels, such systems face potential security challenges. UAV-assisted covert communication is a supporting technology for improving covert performances and has become a hot issue in the research of wireless communication security. This paper investigates the performance of joint covert and security communication in a tow-hop UAV-assisted wireless system, where a source transmits the covert message to a destination with the help of an untrusted UAV. We first design a transmission scheme such that use UAVs to assist in covert communications while ensuring the security of covert messages. Then, we develop a theoretical model to derive the expressions for the detection error probability of the warden and the covert and security rate, and the maximum covert and security rate is optimized by power control under a given covertness and security requirements. Finally, numerical results are provided to illustrate our theoretical analysis and the performance of covert and security communication in such systems

Top Management Support of Enterprise Systems Implementations

Despite the general consensus regarding the critical role of top management in the information systems (ISs) implementation process, the literature has not yet provided a clear and compelling understanding of the top management support (TMS) concept. Applying metastructuring (Orlikowski et al. , 1995) as a guiding framework for understanding TMS behaviors, this paper attempts to address the gap by focusing on two key questions: (1) What supportive actions do top managers engage in during IS implementations? (2) How do these actions affect IS implementation outcomes? Analyses of in-depth case studies at two Canadian universities that had implemented a large-scale enterprise system revealed three distinct types of TMS actions: TMS - resource provision (TMSR - actions related to supplying key resources such as funds, technologies, staff, and user training programs); TMS - change management (TMSC - actions related to fostering organizational receptivity of a new IS); and TMS - vision sharing (TMSV - actions related to ensuring that lower-level managers develop a common understanding of the core objectives and ideals for the new system). Results suggest that different support behaviors exercise different influences on implementation outcomes, and that top managers need to adjust their support actions to achieve the desired outcomes. In particular, TMSR affected project completion, TMSC impacted formation of user skills and attitudes, and TMSV influenced middle manager buy-in. Theoretical and practical implications of these findings are discussed