Various figures have stated that ERP (enterprise resource planning) systems have become one of the largest IT investments in recent years. The implementation of ERP system, however, is not an easy task. Previous research reports unusually high failure in ERP projects, sometimes jeopardizing the core operation of the implementing organization. The most famous case is FoxMeyer filed for Chapter 11 bankruptcy protection. Further, ERP systems appear to present unique ongoing risks due to its uniqueness. In this study, we used a Delphi method to identify potential ERP projects risk factors, and constructed an AHP-based framework to analyze and then prioritized the ERP projects risk factors. The result reveals that some important risk factors deserve more attention during the implementation of ERP projects.

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Purpose -The objective of this study is to discuss the critical success factors involved in implementing a knowledge management system (KMS), in order to enhance a firm's competitiveness, while keeping costs to a minimum. Design/methodology/approach -Based on field studies and a literature review, this study outlined 32 variables in the implementation of a KMS. The research targets were on members of the Taiwan Pharmaceutical Marketing and Management Association (TPMMA). Out of the 355 questionnaires sent, 98 valid questionnaires were returned, resulting in a valid return rate of 27.6 percent. Findings -After completing the statistical analysis, seven factors were determined to be critical: a benchmarking strategy and knowledge structure; the organizational culture; information technology; employee involvement and training; the leadership and the commitment of senior management; a learning environment and resource control; and evaluation of professional training and teamwork. Research limitations/implications -This paper chooses members of TPMMA as research targets; thus, to apply this study to other than pharmaceutical industries requires further research. Practical implications -Strategy and organizational culture are important in the adoption of a KMS. This study has determined that the pharmaceutical industry has paid special attention to benchmarking strategy. Adopting a KMS can be easy with a core department to maintain proper function of the system. However, companies should utilize the intangible assets available through a KMS to attain full participation from the employees to ensure the success of implementing an effective KMS. Originality/value -This paper identifies critical factors in adopting a KMS for the pharmaceutical industry. That can offer pragmatic indication for those companies intent on introducing a KMS.

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