Enterprise resource planning

Shehab, Essam; Sharp, M. W.; Supramaniam, L.; Spedding, Trevor A

doi:10.1108/14637150410548056

Cited by 349 publications

(197 citation statements)

References 64 publications

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“…The selection of an ERP system, being among the first steps of implementation, appears as a critical factor [6]. After all, the package that will be selected will determine, to a great extend, the success of the project [10] [14].…”

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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Section: Bmentioning

confidence: 99%

“…Despite the fact that almost all ERP packages can be customized according to specific needs, customisation is very expensive and, usually, problematic [53]. Choosing the ERP package that best suits organisational needs and processes is critical to ensure successful implementation [6] [28].…”

Section: Bmentioning

confidence: 99%

Antecedents and outcomes of ERP implementation success

Chatzoglou¹,

Chatzoudes²,

Apostolopoulou³

2016

Annals of Computer Science and Information Systems

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“…In the past, many organizations were focused on local markets, but have been forced to respond to competition on a global level as well [2]. The role of the SME in developing countries such as South Africa is considered critical in terms of poverty alleviation, employment creation and international competitiveness [3].…”

Section: Introductionmentioning

confidence: 99%

SaaS ERP Adoption Intent: Explaining the South African SME Perspective

Faasen

Seymour

Schuler

2013

Lecture Notes in Business Information Processing

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Abstract. This interpretive research study explores intention to adopt SaaS ERP software within South African SMEs. Semi-structured interviews with participants from different industry sectors were performed and seven multidimensional factors emerged explaining the current reluctance to adoption. While, improved IT reliability and perceived cost reduction were seem as benefits they were dominated by other reasons. Reluctance to adopt was attributed to systems performance and availability risk; sunk cost and satisfaction with existing systems; data security risk; loss of control and lack of vendor trust; and finally functionality fit and customization limitations. The findings provide new insights into the slow SaaS ERP adoption in South Africa and provide empirically supported data to guide future research efforts. Findings can be used by SaaS vendors to address perceived shortcomings of SaaS ERP software.

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“…There are a lot of different possibilities for organisations to implement ERPs and the evolution of ICT has made it more feasible for more organisations to implement ERPs, by decreasing the costs for usage of ERPs. However, as described by Barney [19] as well as by Shehab et al, [14] not implementing an ERP can give an organisation competitive disadvantages.…”

Section: Erp and Competitive Advantage Seen From The Resource Based Viewmentioning

confidence: 99%

“…The reason for this could be found in that the amounts of organisations that have implemented ERPs have exploded. Shehab et al, [14] claim that it more or less is in that way that the price of entry for running a business is to implement an ERP. However, what they state is that it can be a competitive disadvantage if not implementing an ERP.…”

Section: Erps and Competitive Advantage From Erpsmentioning

confidence: 99%

Developing a “Better” ERP System: The Risk of Loosing Competitive Advantage

Johansson

IFIP International Federation for Information Processing

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Abstract, hi this paper the resource-based view of the firm is used to describe and explain how organisations, which have different roles in the value-chain in an enterprise resource planning (ERP) system development/implementation project, receive competitive advantage from selling or using ERPs. This discussion relates to the on-going discussion about how organisations receive competitive advantage from information and communication technology (ICT), and from that and by the influence from the resource-based view a set of propositions related to ERP development and competitive advantage and what role different stakeholders play in the value-chain are presented. These propositions have the ambition of acting as a foundation for future research on development and implementation of ERPs and if and if so, how the different stakeholders* different ways of receiving competitive advantage influence ERP development and especially when it comes to development of a more standardized or pre-customized ERP system. The propositions also act as a foundation for increasing the knowledge about reasons for why developing a future "better" ERP system is that hard.

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Enterprise resource planning

Cited by 349 publications

References 64 publications

Antecedents and outcomes of ERP implementation success

Antecedents and outcomes of ERP implementation success

SaaS ERP Adoption Intent: Explaining the South African SME Perspective

Developing a “Better” ERP System: The Risk of Loosing Competitive Advantage

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