Critical factors for successful ERP implementation: Exploratory findings from four case studies

Motwani, Jaideep; Subramanian, Ram; Gopalakrishna, Pradeep

doi:10.1016/j.compind.2005.02.005

Cited by 243 publications

(182 citation statements)

References 63 publications

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“…Previous research indicate that to be successful, BPR should focus on achieving the empowerment of people and the application of appropriate enabling technology [50]. [4], [5], [8], [36], [37], [41], [42], [43], [44], [45].…”

Section: A Collaborative Working Environmentmentioning

confidence: 99%

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Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors

Jamali¹

2012

IJEEEE

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Abstract-Business Process Reengineering (BPR) has become a popular managerial tool to deal with dramatic technological and business changes in today's competitive environment. BPR help organizations to throw away their old fashioned processes to achieve new heights of success. However, BPR implementation is a difficult task. Literature indicates that many organizations have failed to achieve the expected results. The present study attempts to throw more light to the subject. Through a comprehensive review of literature, critical success factors (CSF) that influence the success of BPR programs are identified. Then, using a DEMATEL methodology, these CSF and the causal relationships among them are analyzed. Results indicate that "top management commitment", "IT infrastructure", "training" and "adequate financial resources" are of critical importance in BPR implementation projects.

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Section: A Collaborative Working Environmentmentioning

confidence: 99%

“…Top management commitment and Support [4], [5], [8], [36], [37], [41], [42], [43], [44], [45], [46], [47].…”

mentioning

confidence: 99%

Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors

Jamali¹

2012

IJEEEE

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“…Finally, Motwani, Subramanian and Gopalakrishna [27] argued that ERP projects that are supported by top management, but are not accompanied by adequate change management strategies are likely to fail. On the contrary, an implementation process backed with change management strategies and network relationships has been found to have a positive effect on implementation success [49].…”

Section: Amentioning

confidence: 99%

“…Motwani, Subramanian and Gopalakrishna [27] conducted a comparative case study of four firms that implemented an ERP system, arguing that an evolutionary implementation process, which is supported by careful change management, network relationships and cultural readiness, can lead to successful implementation. Somers and Nelson [28] listed 22 critical success factors and categorized them according to the stage of implementation.…”

Section: Literature Reviewmentioning

confidence: 99%

Antecedents and outcomes of ERP implementation success

Chatzoglou¹,

Chatzoudes²,

Apostolopoulou³

2016

Annals of Computer Science and Information Systems

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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,...

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“…ERP implementation is a complex, uncertain, difficult and a risky project [5,6,7,8]. ERP systems consists of major managerial tool and technology that requires the multidisciplinary attention of operations management, information system, finance, marketing, organizational behavior and human resources field [9].…”

Section: Erp Performance Measurementmentioning

confidence: 99%

Study of Various Performance Measurement Indices of Erp System

2016

IJAERD

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Enterprise Resource Planning (ERP) systems have been used in integrating information and accelerating information distribution across functions and departments with the aim to increase operational performance of organization. The implementation of an ERP system is not a goal but a continuous journey towards the goal.After successful implementation of ERP, the goal is to increase the utilization factor of the system used. The satisfaction of the users and the overall performance must be measured periodically to evaluate the success of the implementation and the overall objectives of the ERP system. The purpose of this paper is to study various comprehensive frameworks for measuring the performance of an ERP system.

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Critical factors for successful ERP implementation: Exploratory findings from four case studies

Cited by 243 publications

References 63 publications

Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors

Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors

Antecedents and outcomes of ERP implementation success

Study of Various Performance Measurement Indices of Erp System

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