A Comparative Study of Issues Affecting ERP Implementation in Large Scale and Small Medium Scale Enterprises in India: A Pareto Approach

Upadhyay, Parijat; Basu, Rana; Adhikary, Ritanjana; Dan, Pranab K.

doi:10.5120/1192-1670

Cited by 21 publications

(14 citation statements)

References 25 publications

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“…For this purpose, four of the best, most comprehensive and newest articles are used. The findings of this study accommodate with Upadhyay et al [55] study. After surveying the literature and by applying the Pareto analysis to choose 80% of the most cited factors that causing more percentage contribution of issues, they have identified 16 important issues as the critical issues responsible for ERP implementation success for large organizations and 15 issues for SMEs for Indian context.…”

Section: Resultssupporting

confidence: 92%

A Comparative Study on Critical Success Factors (CSFs) of ERP Systems Implementation among SMEs and Large Firms in Developing Countries

Aarabi

Saman²,

Wong³

et al. 2012

IJACT

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The main goal of this research is to explore the difference between the critical success factors (CSFs) of enterprise resource planning (ERP) system implementation in large firms with small and medium-sized enterprises (SMEs) in developing countries. Understanding this subject can help the implementers and users of ERP systems to notice the CSFs of their particular enterprises and to improve the success rate of these systems. The number of seventeen resources of studies evaluating the CSFs of ERP in SMEs and equal numbers of resources were used for the large enterprises. Following an evaluation of each category was conducted to elicit similarities and diversities in CSFs of these two groups. This research shows that there are some significant differences among the CSFs of ERP implementation in SMEs and large firm of developing countries. There was lacking of studies that have been focused on large firm and SMEs separately. The study explored the need for more research that is focused on CSFs studies with regard of distinct separated size of enterprises. By recognizing the differences of CSFs for large organization with SMEs, stakeholders can better develop and use suitable and useful implementation models / frameworks to improve the successful of ERP implementations in enterprises with any sizes. This paper appears to be one of the first studies to focus on comparing of CSFs in implementation of ERP in SMEs with large enterprise in developing countries.

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Section: Resultssupporting

confidence: 92%

A Comparative Study on Critical Success Factors (CSFs) of ERP Systems Implementation among SMEs and Large Firms in Developing Countries

Aarabi

Saman²,

Wong³

et al. 2012

IJACT

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“…The vendor's team must be knowledgeable and cooperative (Thong et al, 1996;Upadhyay et al, 2010). The men power that is available to SMEs to handle their IT is often inadequately trained and their knowledge is very superficial (Zhang, 2010).…”

Section: Project Team Competence (Pt)mentioning

confidence: 99%

“…ERP implementation is led by the vendor. If vendor is not knowledgeable and cooperative (Thong et al, 1996), (Upadhyay et al, 2010), the project might fail.…”

mentioning

confidence: 99%

Enterprise resource planning: identifying relationships among critical success factors

Bansal

Agarwal

2015

Business Process Management Journal

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Purpose – The purpose of this paper is to establish that there are causal relationships among critical success factors (CSFs) associated with an enterprise resource planning (ERP) project. The authors prove that: H1 – Vendor (VN) is positively related to Enterprise System Selection Process (ES). H1a – Enterprise System Selection process (ES) mediates the relationship between vendor (VN) and Success (SS). H2 – Project Management (PM) is positively related to Implementation Strategy (IS). H2a – Implementation Strategy (IS) mediates the relationship between Project Management (PM) and Success (SS). H3 – Support of Top Management (TM) is positively related to Project Team Competence (PT). H3a – Project Team Competence (PT) mediates the relationship between Support of Top Management (TM) and Success (SS). Design/methodology/approach – To test the proposed hypotheses, the authors conducted a survey using a questionnaire. The research questionnaire was floated to 450 respondents; the authors received 168 responses. The authors had to discard 62 responses as their organization had greater than 250 employee and did not qualify to be an Indian SME. The authors were left with 106 responses. The respondents were managers (5.6 percent), consultants (39.6 percent), engineers (50 percent) and the remaining (4.8 percent) did not specify their job. The authors then do regression analysis and path analysis including all other required analysis. Findings – The authors found that all hypotheses are supported. The management may use these findings to understand relationships among CSFs and use this knowledge to mitigate and manage CSFs. Originality/value – There are no systematic studies to study relationships among CSFs. The work establishes relationships among CSFs through data collected from organizations that have implemented ERP.

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“…The project must be aligned with the business strategy of the organisation. A change in the mindset is required that involves lot of learning by the management as well [9], [18]- [19]. In case of RetailS, the management was reluctant to learn the language of ERP.…”

Section: B Top Management Supportmentioning

confidence: 99%

“…The vendor's team must be knowledgeable and cooperative [9]. This requirement is more pronounced in case of SMEs [20]- [21].…”

Section: Competence Of the Project Teammentioning

confidence: 99%

Identifying Critical Success Factors for ERP in SMEs through a Case Study

Bansal¹

2013

IJFCC

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Abstract-ERP systems have been around since 1990s. Many organisations across the world have deployed ERP systems since then. An ERP system is a very complex system and its deployment involves the entire organisation. But not all ERP projects that are started end successfully. In this article, we analyse a failed ERP project in a small organisation in the capital region of India. We use critical success factors (CFSs) that have been identified in literature for analysis. The CSFs that contributed to the failure turned out to be-poor project management, lack of management support, ineffective external consultant, ineffective vendor's team and wrong package selection.

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A Comparative Study of Issues Affecting ERP Implementation in Large Scale and Small Medium Scale Enterprises in India: A Pareto Approach

Cited by 21 publications

References 25 publications

A Comparative Study on Critical Success Factors (CSFs) of ERP Systems Implementation among SMEs and Large Firms in Developing Countries

A Comparative Study on Critical Success Factors (CSFs) of ERP Systems Implementation among SMEs and Large Firms in Developing Countries

Enterprise resource planning: identifying relationships among critical success factors

Identifying Critical Success Factors for ERP in SMEs through a Case Study

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