An empirical investigation of the impacts of internal/external facilitators on the project success of ERP: A structural equation model

Tsai, Wen Hsien; Shaw, Michael J.; Fan, Yuhang; Liu, Jau-Yang; Lee, Kuen-Chang; Chen, Hui-Chiao

doi:10.1016/j.dss.2010.11.005

Cited by 66 publications

(40 citation statements)

References 52 publications

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“…Furthermore, the IT competences in project management are found to be critical for delivering a ERP project within time and cost (Dezdar, Ainin 2011a) in a way which satisfies the users and assures them of its quality (Tsai et al 2011, Tsai et al 2012) thus realising the benefits (Velcu 2010, De Toni, Fornasier & Nonino 2015.…”

Section: Erp Resourcesmentioning

confidence: 99%

ERP benefits capability framework: orchestration theory perspective

Badewi

Shehab

Zeng

et al. 2018

BPMJ

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Purpose The purpose of this paper is to answer two research questions: what are the ERP resources and organizational complementary resources (OCRs) required to achieve each group of benefits? And on the basis of its resources, when should an organization invest more in ERP resources and/or OCRs so that the potential value of its ERP is realised? Design/methodology/approach Studying 12 organizations in different countries and validating the results with 8 consultants. Findings ERP benefits realization capability framework is developed; it shows that each group of benefits requires ERP resources (classified into features, attached technologies and information technology department competences) and OCRs (classified into practices, attitudes, culture, skills and organizational characteristics) and that leaping ahead to gain innovation benefits before being mature enough in realising a firm’s planning and automation capabilities could be a waste of time and effort. Research limitations/implications It is qualitative study. It needs to be backed by quantitative studies to test the results. Practical implications Although the “P” in ERP stands for planning, many academics and practitioners still believe that ERP applies to automation only. This research spotlights that the ability to invest in ERP can increase the innovation and planning capabilities of the organization only if it is extended and grown at the right time and if it is supported by OCRs. It is not cost effective to push an organization to achieve all the benefits at the same time; rather, it is clear that an organization would not be able to enjoy a higher level of benefits until it achieves a significant number of lower-level benefits. Thus, investing in higher-level benefit assets directly after an ERP implementation, when there are no organizational capabilities available to use these assets, could be inefficient. Moreover, it could be stressful to users when they see plenty of new ERP resources without the ability to use them. Although it could be of slight benefit to introduce, for example, business intelligence to employees in the “stabilizing period” (Badewi et al., 2013), from the financial perspective, it is a waste of money since the benefits would not be realised as expected. Therefore, orchestrating ERP assets with the development of organizational capabilities is important for achieving the greatest effectiveness and efficiency of the resources available to the organization. This research can be used as a benchmark for designing the various blueprints required to achieve different groups of benefits from ERP investments. Originality/value This research addresses two novel questions: RQ1: what are the ERP resources and OCRs required to achieve the different kinds of ERP benefits? RQ2: when, and on what basis, should an organization deploy more resources to leverage the ERP business value?

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Section: Erp Resourcesmentioning

confidence: 99%

ERP benefits capability framework: orchestration theory perspective

Badewi

Shehab

Zeng

et al. 2018

BPMJ

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“…Previous researches reveal how managerial attitudes may affect the acceptance of new systems by end users (Eisenhardt, 1985;Karlsen, 2004;Li and Lin, 2006;Wang et al, 2006;Tsai et al, 2011). McLachlin (1999 pointed out that, to promote the adoption of a new system within an organization, top management should understand the linked project, initiate the new system implementation and explain the managerial implications to employees.…”

Section: Top Management Supportmentioning

confidence: 99%

Factors Explaining the Skills Transfer in Consulting Missions

Ksentini¹,

Mezghani²

2015

jmr

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The purpose of this article is to identify the factors that influence skills transfer from a consultant to a client during a consulting mission. A generic model is proposed in order to show the main factors in the context of an emerging country (Tunisia). Indeed, most works on this subject were performed in developed countries and involved the skills transfer in specific projects such as Enterprise Resources Planning (ERP) or research and development projects. This paper deals with three influencing factors that were addressed from previous works. Those factors are associated to: (1) the consultant, (2) the client and (3) the characteristics of skills to be transferred.To test the proposed model, a questionnaire is developed and then addressed to projects managers in 31 Tunisian firms that have recourse to external consultants' services. The collected data are analyzed using Partial Least Squares (PLS) method.The results of data analyses allow concluding that skills transfer is more influenced by factors related to the consultant (project management capabilities, communication competencies and industry experience) as well as the causal ambiguity of skills to be transferred.

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“…Effective project management has been considered in a large number of studies as a significant factor for the successful implementation of the ERP systems (e.g., Ngai et al, 2008;Tsai et al, 2011;Zhang et al, 2003). A typical reason is that the implementation of such systems is a complex process due to many issues, including their complex configurations and difficulties in making the required changes in the organization's processes and environment to fit the system.…”

Section: Project Management (Pm)mentioning

confidence: 99%

The Effects of the Critical Success Factors for ERP Implementation on the Comprehensive Achievement of the Crucial Roles of Information Systems in the Higher Education Sector

Fadelelmoula

2018

IJIKM

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Aim/Purpose: The aim of this study is to examine empirically the effects of certain key Critical Success Factors (CSFs) for the implementation of Enterprise Resource Planning (ERP) Systems on the comprehensive achievement of the crucial roles of Computer-Based Information Systems (CBISs) Background: The effects of the CSFSs were examined in the higher education sector in the Kingdom of Saudi Arabia (KSA) using a case study of the ERP adoption in Prince Sattam Bin Abdulaziz University. Methodology: A theoretical model was proposed based on the literature written on the CSFs and the roles of CBISs in business. The model encompasses six key CSFs and their associations with the realization of the crucial roles of CBISs. To test the proposed model, a questionnaire was developed by considering the most frequently used measurements items in the ERP’s literature. The data were collect-ed from 219 key stakeholders. Contribution: This study acts as one of the few empirical studies in assessing the effects of the important CSFs for ERP implementation upon its successful implementation. Its outcomes provide more insights and clarifications about the effects of six key CSFs on the comprehensive achievement of the crucial CBIS’s roles. Particularly, the uniqueness of this study lies in addressing the effects of these CSFs on the achievement of the vital CBIS’s roles collectively rather than the achievement of each role individually. Moreover, the study examined these effects in the higher education environment, which is characterized by its own special business processes and services. Findings: The results reveal that the six key CSFs have a positive relationship with the comprehensive achievement of the crucial roles of CBISs. These findings are consistent with many previous studies on the effects of the CSFs on the realization of the expected benefits of the enterprise systems. Recommendations for Practitioners: The managers and other key stakeholders should carefully manage the vital aspects of the CSFs in order to realize the promised ERP’s benefits, including the CBIS’s roles. Future Research: Additional empirical examinations are needed to investigate the effects of the rest of the CSFs on realizing the roles of information systems.

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An empirical investigation of the impacts of internal/external facilitators on the project success of ERP: A structural equation model

Cited by 66 publications

References 52 publications

ERP benefits capability framework: orchestration theory perspective

ERP benefits capability framework: orchestration theory perspective

Factors Explaining the Skills Transfer in Consulting Missions

The Effects of the Critical Success Factors for ERP Implementation on the Comprehensive Achievement of the Crucial Roles of Information Systems in the Higher Education Sector

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