Implementing ERP systems in China

Reimers, Kai

doi:10.1109/hicss.2002.994311

Cited by 33 publications

(38 citation statements)

References 10 publications

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“…As such, Reimers (2002) points out that, Chinese managers may not trust the data provided and the suggestions made by ERP systems, and may even modify the (e.g. production and purchasing) quantities recommended by the system based on their own experiences.…”

Section: Trust Personal Common Sense/intuition Rather Than System Datmentioning

confidence: 99%

“…This issue proves to have an impact on ERP adoption. For example, Reimers (2002) states that Chinese leaders may make centralised decisions on important IS issues without collecting and considering alternative ideas from a wider group of people. This issue was expected as an ERP exploitation barrier that could lead to inappropriate decisions regarding system functionality, analytical capabilities, use of these capabilities, general maintenance and system enhancement in Chinese firms.…”

Section: Cultural Barriersmentioning

confidence: 99%

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Barriers to the successful exploitation of ERP systems in Chinese state-owned enterprises

Guo¹,

Nunes²

2010

IJBSR

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Adopting a systems perspective, the research presented in this paper aims at identifying, assessing and discussing potential cultural, organisational and system barriers to the successful exploitation of Enterprise Resource Planning (ERP) systems in the context of Chinese State Owned Enterprises (SOE). The study adopted a deductive research design by using a cross-sectional questionnaire survey. The questionnaire design was based on a theoretical ontology of barriers drawn from a systematic literature review. The questionnaire was sent to 118 selected Chinese SOEs, from which 42 valid and usable responses were received and analysed. The findings of this study identified that managers in Chinese SOEs often perceived system barriers as most critical to ERP exploitation, but they seemed to overlook the fact that organisational barriers are the mainly triggers of the complicated network of ERP barriers and thus are in reality more important than the system ones. KEYWORDSInformation Systems; Enterprise Resource Planning (ERP) Systems; ERP Post-Implementation; Barriers; Systems Perspective; China; State-Owned Enterprises. BIOGRAPHICAL NOTESDr. Guo Chao Peng, BSc, PhD, is a Lecturer in Information Systems at the Department of Information Studies, University of Sheffield. Dr. Peng has published regularly in the field and presented refereed papers at a number of international conferences (e.g. HICSS, UKAIS and EMCIS) and international journals (e.g. IJBSR, IMDS and JEIM) in information systems. He also constantly conduct peer review of submissions to a range of IS journals (e.g. IJPE, IMDS and JEIM) and conferences (e.g. HICSS, ECIS, PACIS and IBIMA).Dr. Miguel Baptista Nunes, BSc, MSc, PhD, MBCS, FHEA, FIMIS, is a Senior Lecturer in Information Management and the Head of the Knowledge and Information Management Research Group at the Department of Information Studies, University of Sheffield. Dr Nunes has been involved in research in information systems for the last 15 years. He has published widely in the field (more than 150 academic articles) and participated in a number of EU and UK funded projects.

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Section: Trust Personal Common Sense/intuition Rather Than System Datmentioning

confidence: 99%

Section: Cultural Barriersmentioning

confidence: 99%

Barriers to the successful exploitation of ERP systems in Chinese state-owned enterprises

Guo¹,

Nunes²

2010

IJBSR

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“…• Reimers (2002Reimers ( , 2003a attempts to identify the crucial implementation process and context variables which warrant closer attention in the study of IT-enabled organizational change. The author focuses his study in a Chinese context.…”

Section: Implementation Success/failurementioning

confidence: 99%

An Updated ERP Systems Annotated Bibliography: 2001-2005

Esteves¹,

Bohorquez²

2007

SSRN Journal

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The goal of this study is to provide an updated annotated bibliography of ERP publications published in the main IS conferences and journals during the period 2001-2005, categorizing them through an ERP lifecycle based framework that is structured in phases. The first version of this bibliography was published in 2001 (Esteves and Pastor, 2001c). However, so far, we have extended the bibliography with a significant number of new publications in all the categories used in this paper. We also reviewed the categories and some incongruities were eliminated. Furthermore, we present topics for further research in each phase.

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“…As such, understanding context factors for ERP implementation is imperative because these factors might be unique to organizational culture or business processes that would significantly influence how ERP projects are carried out (Dezdar and Ainin, 2011;Kouki, Poulin and Pellerin, 2010). Recent empirical literature has thus witnessed increasing attention paid to unique local contexts such as China (Chien et al, 2007;Martinsons, 2004;Reimers, 2003), India (Poti and Kamalanabhan, 2009;Tarafdar and Roy, 2003) and the Middle East (Al-Turki, 2011;Amid, Moalagh and Zare Ravasan, 2012;Baki and Çakar, 2005). However, no empirical study has been found in the UAE context or based on contrasting theoretical frameworks.…”

Section: Introductionmentioning

confidence: 99%

Critical Factors and Multisite Implementation of ERP: A Case Study in the UAE

Chen¹

2012

CIBIMA

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Despite extensive studies in the ERP literature, little empirical understanding has been reached in relation to ERP implementation experiences in developing markets, particularly in the UAE context. Derived from the notions of critical successful factors and multisite implementation, two of widely researched areas in ERP studies, this paper thus seeks to provide practical insights about organizations' ERP implementation experiences in the UAE setting. More specifically, it describes and contrasts critical factors and multisite implementation experiences in two case organizations situated in the UAE. These case organizations, one being categorized as a global company and the other local, provide interesting comparison of ERP implementation because of their complementary organizational structure and business strategies. In contrast to traditional ERP frameworks' suggestions, these case organizations' experiences reveal that contemporary ERP implementations might be more complex than previously expected since none of these case organizations' ERP experiences follows suggestions made by frameworks based. Further discussion about how to better understand and examine maturing ERP technology in an increasingly globalized business environment such as the UAE is provided.

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Implementing ERP systems in China

Cited by 33 publications

References 10 publications

Barriers to the successful exploitation of ERP systems in Chinese state-owned enterprises

Barriers to the successful exploitation of ERP systems in Chinese state-owned enterprises

An Updated ERP Systems Annotated Bibliography: 2001-2005

Critical Factors and Multisite Implementation of ERP: A Case Study in the UAE

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