Business benefits from information systems through an active benefits realisation programme

Remenyi, Dan; Sherwood-Smith, Michael

doi:10.1016/s0263-7863(97)00024-0

Cited by 61 publications

(40 citation statements)

References 5 publications

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“…(Helfat et al 2007, Teece 2007, Sirmon et al 2011 This research contributes by considering the level of use of the current internal resources before deciding to invest in new technology or develop new organizational resources/capabilities. It is used to understand when the organization should invest in a higher level of capability (OCRs and ERP resources) Resource Based View (Seddon 2014) Timing of investment can be a factor in achieving abnormal financial performance Benefits Management (Davenport, Harris & Cantrell 2004, Ward, Taylor & Bond 1996, Esteves 2009, Remenyi, Sherwood-Smith 1998 ERP benefits management role should be extended until the organization is able to innovate in its processes and products and services through the data held by the ERP databases…”

Section: Discussionmentioning

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: Discussionmentioning

confidence: 99%

ERP benefits capability framework: orchestration theory perspective

Badewi

Shehab

Zeng

et al. 2018

BPMJ

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“…The desired effect of benefits must be defined (Remenyi and Sherwood-Smith 1998) so that stakeholders' understanding of those benefits can direct the design, construction and use of the buildings being created.…”

Section: Origins Of Benefits Realisation Managementmentioning

confidence: 99%

The use of freelisting to elicit stakeholder understanding of the benefits sought from healthcare buildings

Thomson

Kaka

Pronk

et al. 2012

Construction Management and Economics

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“…Nevertheless, the scrutiny of the IT investment returns has not ended with unanimous findings [2]. Nowadays, the concern of IT investment returns has shifted from productivity perspectives towards other forms of values and benefits [3]- [7].…”

Section: Introductionmentioning

confidence: 99%

Value Delivery of Information Technology Investment: A Conceptual Framework

Ahmad¹,

Arshad²

2014

IJTEF

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Abstract-Organizations, be it private or public, are making huge spending on information technology (IT). These spending, whether for productivity or strategic reasons, become the fundamentals and tools on how organizations evaluate their IT investment. Evaluating every investment, before and after being made, is very crucial for organizations in determining successful decision that has or will be set. Especially when decision to invest is onset, the expectation of values or benefits from the investment become substantial to arrive at such decision to invest. This study reviews and analyzes eight pertinent studies that model IT investment values and benefits and propose a model to describe the value delivery of an IT investment evaluation. Based on two-staged filtration method, 110 variables are narrowed and converge into 23 variables which categorized into five factors. In this paper, the five factors of IT investments value delivery are discussed which are financial, operational, organizational, strategic, and service.

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Business benefits from information systems through an active benefits realisation programme

Cited by 61 publications

References 5 publications

ERP benefits capability framework: orchestration theory perspective

ERP benefits capability framework: orchestration theory perspective

The use of freelisting to elicit stakeholder understanding of the benefits sought from healthcare buildings

Value Delivery of Information Technology Investment: A Conceptual Framework

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