Critical Success Factors for the Acquisition of
                    Enterprise Resource Planning (ERP): Empirical Validation

Bhatti, Tariq M.; Jayaraman, Veerappan

doi:10.4135/9781446270257.n13

Cited by 51 publications

(111 citation statements)

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“…Based on a survey of 53 organizations in Australia, the results suggest that a 65 item instrument that measures seven dimensions of ERP implementation is well-validated. Bhatti (2005) Supramaniam and Kuppusamy (2010) highlighted several factors such as top management support, clear goals and objectives, user training on software and education on new business processes.…”

Section: Jcsmentioning

confidence: 99%

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Knowledge Management and Enterprise Resource Planning Implementation: A Conceptual Model

Candra¹

2014

Journal of Computer Science

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The purpose of this research is examining the influence of organizational learning and knowledge management in enterprise resource planning implementation. This study is based on organizational learning, knowledge management and enterprise resource planning implementation. This research did not test all organizational factors and focus particularly on knowledge management capacity and absorptive capability. Enterprise resource planning implementation successful is a must. In today's global and competitor in business, enterprise resource planning is becoming one of the main tools to achieve competitiveness in business. Enterprise resource planning is an infrastructure to create and maintain business to improve frontoffice and back-office efficiency and effectiveness. This study is significant to bring new thinking in determines the key antecedents to successful enterprise resource planning implementation based on knowledge management perspectives and it will helps to understand the key success factor in enterprise resource planning implementation.

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Section: Jcsmentioning

confidence: 99%

“…According to Bhatti (2005) implementing an ERP system project is a difficult and high cost proposition as it places tremendous demands on an organization's time and resources. Based on a survey of 53 organizations in Australia, the results suggest that a 65 item instrument that measures seven dimensions of ERP implementation is well-validated.…”

Section: Jcsmentioning

confidence: 99%

Knowledge Management and Enterprise Resource Planning Implementation: A Conceptual Model

Candra¹

2014

Journal of Computer Science

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“…Finally, the appropriate IT infrastructure is necessary for the implementation of an ERP system [54]. Since most of ERP transactions are conducted in real-time, a reliable intranet, or local area network needs to be in place [32].…”

Section: Bmentioning

confidence: 99%

“…All items used to measure the various research factors have been adopted by previous studies [ [54]. The five-point Likert scale was used for the measurement of all research factors.…”

Section: Bmentioning

confidence: 99%

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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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Critical success factors of risk‐based inspection

Mohamed

Hassan

Hamid

2018

Process Safety Progress

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Risk-based inspection (RBI) is a tool which helps ensure safe and economically viable operation. To benefit from an RBI system, the factors that affect its implementation need to be studied. This research focuses on identifying and ranking the critical success factors (CSFs) of RBI. Based on the literature review of RBI, an initial list of 28 potential CSFs was identified and complied. These CSFs were then grouped into eight factor headings according to RBI/RBM, RBIM and risk assessment process. A survey was conducted to assess and prioritizes the degree of influence of those success factors on RBI systems, while determining whether these CSFs do indeed play a critical role in the successful implementation of RBI systems as perceived by the respondents. Samples were collected to confirm the identified CSFs. The findings show that the most influential factor is "Data Collection," and while "RBI Estimation" is the most critical factor heading in the implementation of RBI. Additionally, the findings also show that all CSFs identified are critical and relevant for Malaysian industries.

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Critical Success Factors for the Acquisition of Enterprise Resource Planning (ERP): Empirical Validation

Cited by 51 publications

References 0 publications

Knowledge Management and Enterprise Resource Planning Implementation: A Conceptual Model

Knowledge Management and Enterprise Resource Planning Implementation: A Conceptual Model

Antecedents and outcomes of ERP implementation success

Critical success factors of risk‐based inspection

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