Critical success factors for implementing enterprise portals

Abstract

Purpose -The goal of this paper is to discuss critical success factors (CSF) for implementing enterprise portals by comparing them with CSF for ERP implementations. Design/methodology/approach -In order to identify and rank CSF for portal implementations, the paper followed a multi-method design, following a two-stage approach with the first stage analyzing the state-of-the-art of portal implementation by interviewing portal integrators in Germany and a follow-up stage with a focus on CSF, thereby identifying and analyzing the CSF for portal (implementation) projects in general and across project stages. Then the findings are compared with the results of a similar study on CSF in ERP (implementation) projects. Findings -When comparing CSF for portal projects with CSF of ERP projects, some similarities were found but also some differences with respect to top management support, project management, communication, selection of the software package and business process re-engineering. Research limitations/implications -There are limitations with regard to the comparability of both studies as both studies used different samples. Practical implications -Based on these findings, measures to improve the engineering and management of portals can be proposed and developed. Originality/value -Up to now, there are neither detailed studies focusing on the identification and evaluation of CSF for portal projects nor studies that try to compare portal and ERP projects. The paper tries to fill this gap.

Critical Success Factors across the Stages of ERP System Implementation in Sohar University: A Case Study

“…Reengineering of the business process is fundamental to match the requirement of the new system (Remus, 2007). Mismatching between the company business processes and new system functionality needs either customization of the system to match the company processes or redesigning the company processes to be in line with the new system.…”

Critical Success Factors for Implementing Supply Chain Management Systems – The Perspective of Selected German Enterprises

“…Thus, tactical CSFs relate instead to short-term aspects and goals of the system implementation project itself, whereas strategic factors aim at the long-term impacts of activities with strong connections to the development of the organization in relation to the mission, vision and core competencies of the business activity. Considering the technological and organizational character of the CSFs, the specificity and significance of technological factors are strongly dependent on the SCM systems themselves, whereas organizational factors focus on corporate culture and its environment with its specific processes and structures [18], [23], [24]. Table 6 gives an overview of the categorization of the top twelve of the identified CSFs in our study with a focus on their ranking.…”

“…We oriented around the classification and categorization of the factors according to [23], [24]. The factors of the top three are highlighted.…”

Assessing the Impact of Electronic Human Resource Management on Creation of Organizational Agility: A Study in the Bushehr Banks, Iran

“…The finding is not in consistence with results of previous studies. Researchers such as David et al (2015); Sharon et al (2014);Ferry de vit (2011);Remus (2007) and Imanipour et al (2012) have found in their studies that to have good understanding of role of leaders in prevailing mental ability and positive results of working (job satisfaction, organizational commitment and job performance) for employees, they should be involved in e-communications in their working process. In fact, through making them be involved in the electronic processes can be in significant correlation with this issue in psychological terms; meaning that satisfaction and commitment of employees to their job would be enhanced, whereby results and outputs of their work would be also empowered.…”