Purpose The purpose of this paper is to propose an alternative integrated approach based on the stage-gate method to implement enterprise resource planning (ERP) systems which will enhance the effectiveness of ERP projects. Design/methodology/approach A literature review was conducted on ERP system implementation and its effectiveness. The need for improving implementation approaches and methodologies was examined. Based on the insights gained, a conceptual framework for ERP system implementation is presented by combining the state-gate approach with the pre-implementation roadmap. Findings The proposed framework aims to enhance the overall ERP implementation outcomes, ensuring critical success factors and eliminating common causes of failures. A pre-implementation roadmap is identified as a key element for eliminating many causes of failure including lack of organisations’ readiness for ERP. The post-implementation stage can be used for further improvements to the system through internal research and development. Research limitations/implications The development of the framework is an attempt to contribute to improving ERP implementation. This research is expected to motivate researchers to work in this area, and it will be beneficial to practicing managers in the identification of opportunities for improvements in ERP systems. Case studies will be valuable to refine and validate the proposed model. Originality/value This paper explores research in a needy area and offers a framework to help researchers and practitioners in improving ERP implementation. This framework is expected to reduce the implementation project duration, strengthen critical success factors and minimise common problems of ERP implementation projects.

PurposeThis paper aims to explore and illustrate the technology transfer (TT) experiences of a small to medium‐sized enterprise (SME), Rayton Packaging, using the stage‐gate approach to TT as an inquiry lens.Design/methodology/approachThe approach described in this case conceptualizes TT as a process consisting of a set of stages and decision gates.FindingsA TT project cannot be considered to be effective unless it also leads to profitability and growth for the firm. In today's global business setting, TT should be seen only as a component of business strategy and not in isolation as a technology project.Originality/valueThis paper describes the stage‐gate approach which has been successfully used for managing new product development programs in large firms.

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Purpose -The steady incline in oil prices combined with the recent credit crisis and downturns in financial markets has driven organizations to re-evaluate their manufacturing processes and bottom line. The purpose of this paper is to suggest a bottom-up approach that may be used by firms in planning, managing and forecasting productivity improvements. Design/methodology/approach -A multiple-case study approach was used: two comprehensive cases and seven short cases were used to illustrate the model. Findings -The lack of understanding of the relationship between productivity, profitability and performance has led to the application of piece-meal solutions for problems in productivity. Bottom-up approach in improving productivity will provide better results than top-down approach. Originality/value -This paper describes the bottom-up approach which has been successfully used for managing productivity improvement initiatives.

An increase in greenhouse gas emissions, coupled with elevated environmental awareness, has triggered the necessity of focusing on effective management of the Canadian oil sands. From Kyoto to Copenhagen, Canada's industry practices have been criticized. The deployment of sustainable production technologies is crucial for the survival of Canada's oil sands industry. Current literature is dominated by science and engineering scholars, yet a major problem appears to be a lack of full understanding of the multiple dimensions of the oil sands projects and the many players involved in innovation of sustainable technologies. A focused attempt to understand the development and commercialization process, with a view towards developing guidelines for individuals and institutions in managing innovation, would therefore be a useful contribution to the oil sands literature. This article proposes such an approach. The framework developed in this article is applied to a case study, with specific attention paid to identifying facilitating and inhibiting factors.