Examining the Role of Organizational Readiness in Erp Project Delivery

Organization Readiness and ERP Implementation in Albaha University

“…Overall, the results show that organizational readiness is significantly and positively associated with the four investigated CSFs as the conceptual model discussed in Section 3.1. The findings extend knowledge of the relationship among factors antecedent to different stages of ERP systems development [2].Thus, an understanding of organizational at the adoption stage of an ERP system project is important. The following are the detail discussions on the findings.…”

“…The proposed model was built based on the assumptions of the associated hypotheses: H1, H2, H3, and H4 as shown in Figure 2 A questionnaire with five-point Likert-type scale ranging from "strongly disagree" (1) to "strongly agree" (5) was used to collect data. The questionnaire was adapted from Ram et al, [2], five constructs: OGRD, PM, BPR, SI, and TED with their respected items were surveyed. The questionnaire was validated by experts, then translated to Arabic version forth and back and checked to be in the same levels.…”

“…The positive factors include: -Headway made by few departments by implementing ERP and student information system -Enthusiasm to adopt e-working practices at departments/units/ centres -Good support from ABU top management to have best technology that help university to achieve their vision. This research work focuses on ABU organization readiness with regards to the success of ERP implementation and considers four critical success factors (CSFs): project management (PM), business process re-engineering (BPR), system integration (SI), and training and education (TED) as investigated by [2].…”

Experiences of enterprise resource planning system at a flagship university in Africa: Familiarity, barriers and way forward

“…Although some scholars have indicated that the readiness of the university as an enterprise for the ERP system is an important factor in its successful implementation (Bano and Zowghi 2015;Cavaye 1995;De Waal and Batenburg 2014), many others have maintained that users' motives for wanting to use the system, and their readiness for the technology (i.e., change management, capacity for learning, quality of training, and knowledge sharing mechanisms) are of even greater significance (Kwak et al 2012;Sadki et al 2015). When employees are ready for an ERP system by being properly trained and psychologically prepared, Ram, Corkindale and Wu (2015) argued that the benefits of the system to them, and the motives they construct for using it, are much clear and these include reciprocal interactions of cultural and social elements within the organisation. For example, the literature supports the view that the introduction of ERP system changes the manner in which the university operates and this intervention further changes its culture as an organisation (Pishdad and Haider 2013).…”

Organizational Ambidexterity: A Critical Review and Development of a Project-Focused Definition

“…For example, cognizant of recent studies by Kassotaki et al (2018), future research could seek to examine not only (i) how ambidexterity is manifested across theses different levels, dimensions and mechanisms of ambidexterity, but also (ii) how ambidexterity is managed across different organisational levels, cognizant of its varying dimensions and mechanisms. Such studies, for example when undertaken from the lens of project readiness (see Jones et al, 2005;Ahmadi et al, 2015;Ram and Corkindale, 2015;Shokri et al, 2016) will serve as a means of gaining more meaningful insight into the interplay between the different levels, dimensions and mechanisms of a project-focused notion of organisational ambidexterity. Another direction for future research is to explore the proactive role that project managers play during the initiation of ambidextrous strategies beyond the borders of the projects they manage.…”