Identifying main resistance factors in ERP implementation: A case study

Mahdavian, Maryam; Wattanapongsakorn, Naruemon; Azadeh, Mansoureh; Ayati, Amir Houshang; Mahdavian, Mehdi; Jabbari, Masoud; Bahadory, S.

doi:10.1109/ecticon.2012.6254311

Cited by 6 publications

(10 citation statements)

References 15 publications

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“…The findings provide an overview of the staff's willingness to change with threats to existing advantages owned within the organization. According to [41], losing advantage in organizations is one of the most important factors for individual opposition to the implementation of ERP in the organization. This opinion was also supported by [35] stating that staff readiness for change had a relationship with the positive effect brought about by the change.…”

Section: Resultsmentioning

confidence: 99%

Individual Readiness for Change in the Pre-Implementation Phase of Campus Enterprise Resource Planning (ERP) Project in Malaysian Public University

Harun¹,

Mansor

2019

ijacsa

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In recent years, the current globalization has revolutionized transformed the landscape and ecosystem of the institution of higher education were demanding that the university transition from legacy system to Enterprise Resource Planning (ERP) system on enhancing university competitiveness. This shift requires the entire organization to be ready for change as early as the pre-implementation phase to ensure the successful implementation of ERP and resistance among staff is reduced. Past studies related to readiness for change are more focused on the ERP implementation phase for Human Resources, Finance and Manufacturing. However, studies on the individual readiness for change (IRFC) among public university staff in the preimplementation phase are limited especially in Malaysian. Therefore, this study aims to analyze the IRFC factor among public university staff by combining the theoretical and empirical results of the study. Data analysis was obtained from a questionnaire from 117 public university staff who were in the pre-implementation phase of the Campus ERP project. The findings show that appropriateness, management support, change-specific efficacy and personal valence as contributing IRFC public university staff in on pre-implementation phase of Campus ERP project. Besides that, there are 24 items representing that four factors in measuring IRFC. In the future, studies can be done in a variety of perception such as students and other ERP systems such as Human Resource System and Financial System which are also a core system for the university. Additionally, this study leads for further study in implementation and post-implementation phase of the Campus ERP project.

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Section: Resultsmentioning

confidence: 99%

Individual Readiness for Change in the Pre-Implementation Phase of Campus Enterprise Resource Planning (ERP) Project in Malaysian Public University

Harun¹,

Mansor

2019

ijacsa

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“…The nine sources of RC attributable to the individual are described and exemplified as follows. (i) Particular interests: the perception of personal impairments resulting from the change (e.g., Mahdavian et al, 2012;Nakhoda & Tajik, 2017;Valero & Castilla, 2011). Among its manifestations are a loss of status or prestige and a decrease in salary, power, or influence.…”

Section: • Proposed Taxonomymentioning

confidence: 99%

“…It is manifested, for example, as affective reactions, such as anxiety, anguish, depression, and so on. (iii) Skepticism about the benefits of change: the belief that a certain change will not improve the current benefits offered by the organization (e.g., García-Cabrera et al, 2011;Mahdavian et al, 2012;Zulu et al, 2004). This situation emerges, for example, due to perceptions or feelings of little trust in or credibility of the person proposing the change.…”

Section: • Proposed Taxonomymentioning

confidence: 99%

“…For example, this source manifests in new skill requirements to carry out a new process, such as the handling of new software. (viii) Inertia (natural-temporal): understood as avoiding any change that modifies the way of performing tasks due to the power of habit (e.g., Kot & Sidorenko, 2013;Mahdavian et al, 2012;Nakhoda & Tajik, 2017;Pihlak & Alas, 2012). This group includes evading proposals for change and avoiding learning new working methods.…”

Section: • Proposed Taxonomymentioning

confidence: 99%

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Systematic literature review of interpretative positions and potential sources of resistance to change in organizations

Echavarría

Val

Cano

2022

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Purpose: This article addresses the main concerns of existing literature about resistance to change (RC) in organizations, namely the limited interpretative position regarding RC focusing mainly on negative aspects and excluding potential benefits, and the poor consensus or even understanding of RC sources in organizations.Design/methodology: To approach our goal, a systematic literature review will be carried out. The initial sample, obtained using reproducible search algorithms on Scopus and Web of Science, comprises 65 papers. After applying five inclusion/exclusion criteria supported by previous systematic reviews, the final sample consists of 30 papers.Findings: This article demonstrates the prevalence of a negative position toward RC and reveals efforts to harness the potential benefits of RC. In addition, from 126 specific RC sources extracted from the analyzed papers, it discovers and discusses 22 sub-typologies of RC sources, which are grouped into five typologies. Practical implications:The paper enables the future identification of, evaluation of, and intervention in 22 potential RC sources in organizations distinguished into five typologies. The taxonomy also enables researchers to organize and summarize study topics/subtopics regarding RC in the organizational arena.Social implications: This paper draws attention to the need to recognize the meaning and implications of three alternative positions relating to RC in organizations (positive, negative, and neutral). Originality/value:The paper provides a comprehensive taxonomy of RC sources beyond the traditional classification of individual/organizational factors.

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“…Since ERPs are integrated end-to-end systems software, their successful implementation in a firm depends on the behavior and attitude of the system's users (Freeman, 1984). Some owners perceive the implementation of integrated information systems as a threat due to the system's ability to disclose information (Asamoah, 2014;Erat, Desouza, & Schäfer-Jugel, & Kurzawa, 2006;Mahdavian et al, 2012). ERP systems are programmed to streamline the whole range of activities of a firm and promote coordination and collaboration between all of its key functional areas.…”

Section: Erp Implementation and The Sub-saharan Africa Environmentmentioning

confidence: 99%

Antecedents and Outcomes of Extent of ERP Systems Implementation in the Sub-Saharan Africa Context: A Panoptic Perspective

Asamoah¹,

Andoh‐Baidoo²

2018

CAIS

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Abstract:Most research on the impact of enterprise resource planning (ERP) systems implementation on business process outcomes have focused on developed nations. However, Sub-Saharan Africa, a developing region, is a growing ERP market and provides a new context for theory development. We examine the antecedent and outcomes of extent of ERP systems implementation in Sub-Saharan Africa. Specifically, we examine three research questions: 1) "How does an organization's data culture influence the extent of ERP implementation?", 2) "How does the extent of ERP implementation influence the ethical behavior and data integration of the organization?", and 3) "How do ethical behavior and organizational integration influence the business process outcomes?". We used the panoptic concept as a theoretical lens to develop a research model and six hypotheses to answer the research questions. We tested the model by using the survey methodology to collect data from 115 firms that have implemented ERP systems and operated in 13 industries in Ghana, a Sub-Saharan Africa nation. We used structural equation modeling to analyze the data. We found support for all six hypotheses. We offer both theoretical and managerial implications.

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Identifying main resistance factors in ERP implementation: A case study

Cited by 6 publications

References 15 publications

Individual Readiness for Change in the Pre-Implementation Phase of Campus Enterprise Resource Planning (ERP) Project in Malaysian Public University

Individual Readiness for Change in the Pre-Implementation Phase of Campus Enterprise Resource Planning (ERP) Project in Malaysian Public University

Systematic literature review of interpretative positions and potential sources of resistance to change in organizations

Antecedents and Outcomes of Extent of ERP Systems Implementation in the Sub-Saharan Africa Context: A Panoptic Perspective

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