Antecedents and outcomes of ERP implementation success

Abstract

Abstract-Enterprise Resource Planning (ERP) systems have established a reputation in the world of business as indispensables tools that integrate all departments and functions across a company into a single computer system. However, implementing an ERP system does not always result in enhanced organizational performance. In order to ensure successful implementation, companies should study the critical factors having an impact on the whole procedure. In this context, the present study proceeds in developing and testing an original conceptual framework (research model), which explores the factors having an impact on ERP implementation success (internal environment, technology-related issues, implementation team, end-users), as well as the impact of the implementation itself on organisational performance. The proposed conceptual framework was tested, using a newlydeveloped structured questionnaire, in a sample of 204 Greek companies that have already implemented an ERP system. Enterprise Resource Planning (ERP) systems are software systems which can be customized to integrate the business processes of a company, in such a way, that they are visible and accessible by the management in real-time [4]. An ERP system, designed to serve the modern sophisticated management, enables its users to coordinate key business practices across functions more efficiently, collect corporate data more holistically and offer optimal control over the operations of the organisation [5].When an ERP system is successfully implemented, it promises to manage and integrate all business processes and functions within an organization [6] [7]. The integration, brought by ERP implementation, helps organizations to increase This work was not supported by any organization. and improve their overall market position, in order to gain competitiveness in a rapidly changing business environment [ 8 ] . I t a l s o h e l p s d i f f e r e n t d i v i s i o n s s h a r e d a t a a n d knowledge, reduce costs and improve management of business processes [9] [10].Due to the potential benefits of ERP systems, most of the organizations invested both time and money in their implementation [11]. However, ERPs have a reputation of costing a lot of money and providing limited results [10]. Some of the causes, cited in the relevant literature, for failed ERP projects include: poor project management planning, lack of business management support, unexpected return on investments, insufficient education and training, and, finally, weakness to redesign business processes [12] [23]. Despite that, the literature review analysis that has been conducted, failed to identify any empirical studies adopting a multidimensional approach, incorporating both antecedents and outcomes.The present study aspires to bridge that gap in the relevant literature, developing and testing a threedimensional conceptual framework (research model). More specifically, the first dimension includes the antecedents of ERP successful implementation (internal environment, technology-related issues,...

Measuring Performance Through Enterprise Resource Planning System Implementation

“…The evolution of ERP since the 1960s as Bill of Materials (BOM) and still in its extended form in 2000 was elucidated [17]. The gap between ideal and real outcomes for implementation of any ERP package can be reduced by broad Business Process Reengineering and Alignment (BPR&A) [18], [19], as explored by Nah et al [20]. As there is a cross-functional inter-relationship between the business process and the ERP system, an ERP system is always subject to a high level of risk if the relationship is not properly expressed and communicated between all stakeholders and it can become so complicated that it may lead the project towards failure, as defined by Brown and Vessey [18].…”

Deriving Success Factors for Cloud ERP Implementation in the Aviation Industry

“…This dimension focuses on enhancing organizational factors for successful cloud ERP implementation, including internal elements such as process transformation, top management support, and project management quality. Prioritizing process quality is crucial for cloud ERP systems' smooth and efficient functioning, involving integrating and standardizing business processes (Maditinos et al, 2011) and optimizing workflows for improved efficiency (Chatzoglou et al, 2016). Involving internal parties, such as employees and managers, contributes to a better understanding of specific requirements and challenges, fostering a collaborative approach and increasing the chances of successful implementation (Law & Ngai, 2007).…”

Sense-Making of The Implementation of an Enterprise Resource Planning Software Solution

“…An ERP is important as it enables an organization to integrate its business processes for better communication of information between the various business functions and departments. ERPs enable access to information and the processing of business activities from diverse locations around the world and across multiple device types, such as computers, mobile phones, and tablets, thereby giving rise to the real-time processing of organizational activities and transactions (Beaver, 2023;Chatzoglou et al, 2016;Kumar, 2018;Tezeny, 2013). Another important aspect of the ERP is that it serves as a central repository of business data, thereby giving rise to a data pool for the entire organization and eliminating data duplication and consequently increasing data integrity (Kumar and Van Hillegersberg, 2000; as cited by Tan et al, 2020).…”

“…Some of the benefits are access to centralized, single-source data, prevention of data duplication, increased data integrity, real-time processing of business transactions, better decision-making, reduction of error, ability to process business transactions across various business functions and units and across different devices and geographical locations, increased operational efficiency, increased organizational performance and competitiveness, etc. (Chatzoglou et al, 2016;Egbon, 2020;Haddara et al, 2015;as cited by Egbon, 2020;Kumar, 2018;Munthe, 2022;Ploder et al, 2021;Tan et al, 2020).…”