Knowledge Management and Enterprise Resource Planning Implementation: A Conceptual Model

Candra, Sevenpri

doi:10.3844/jcssp.2014.499.507

Cited by 7 publications

(4 citation statements)

References 50 publications

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“…The paper has determined the integration of multiple knowledge components with Comparing the empirical findings in this study with that in literature, we find that the four phases of KM lifecycle are consistent with existing research (Argote, 1999;Alavi and Leidner, 2001;Horwitch and Armacost, 2002;Metaxiotis, 2009;Candra, 2014). In each KM phase, there are important stakeholders to initiate and carry out KM activities during ERP systems implementation, as discussed in the "knowledge network model".…”

Section: Discussionsupporting

confidence: 84%

Empirical evidence of an integrative knowledge competence framework for ERP systems implementation in UK industries

Jayawickrama

Liu

Smith

2016

Computers in Industry

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Enterprise Resource Planning (ERP) systems can greatly improve business productivity and better serve customers by creating values through integrating business processes and sharing current information. Knowledge management (KM) is crucial for ERP systems implementation, but is particularly demanding task. This paper discusses ERP systems implementation in UK manufacturing and service sector organisations, focusingon empirical evidence of an innovative KM approach for improving knowledge competence for ERP success. Qualitative research was conducted, using semi-structured interviews with ERP experts. Data analysis used a combination of thematic and comparative analysis. The findings suggest that the integrative knowledge competence framework can provide ERP practitioners with useful guidance on what the key knowledge determinants are and how the relationships between knowledge components should be best managed to achieve ERP systems implementation success in real life business situations.

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Section: Discussionsupporting

confidence: 84%

Empirical evidence of an integrative knowledge competence framework for ERP systems implementation in UK industries

Jayawickrama

Liu

Smith

2016

Computers in Industry

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“…This study, along with Parry and Graves (2008) demonstrates how documentation determines the retention of up-to-date and relevant knowledge. The common knowledge retention driver is documentation based on literature which further demonstrates the relevance of the documentation for knowledge retention (Parry and Graves 2008;Tsai et al 2011;Candra 2014). Additionally, this study was able to specify the types of documents (such as user guides, functional documents, progress reports, Visio flow charts, process diagrams, etc.)…”

Section: Discussionmentioning

confidence: 93%

Knowledge retention in ERP implementations: the context of UK SMEs

Jayawickrama

Liu

Smith

et al. 2019

Production Planning & Control

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Knowledge retention (k-retention) is vital for various enterprise resource planning (ERP) implementations in Small and Medium-sized Enterprises (SMEs), though it is a highly demanding and challenging task. The aim of this paper is to investigate different types of approaches to k-retention and factors influencing k-retention in SMEs. Our study adopts a grounded theory approach with cases based on 12 ERP implementations in UK SMEs. We analyse our data using thematic analysis. The findings reveal specific elements that support the k-retention of ERP package knowledge and business process knowledge. These elements are; k-retention tools, documentation, human capital, and the understanding of k-retention challenges. In addition to insights from these aspects, our study reveals two additional factors (project management and organisational culture) that influence ERP package k-retention and business process k-retention. Based on these findings, we develop an ERP k-retention (EKR) framework that can be utilised by SMEs which are considering implementing ERP systems, to facilitate knowledge retention during implementation.

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“…During the current study, the knowledge-based theory (KBV) is considered as an appropriate theory for supporting the conceptual framework. The association amongst KBV and OI is important for association due to the essentiality of KM about innovation requires that it brings a scaffold in favour of the management in their attempt of developing and making organizational competence towards novelty (Candra, 2014). Therefore, OL as an intangible asset and its consequence on OI is perfectly consistent with the KBV (Vasenska, 2013).…”

Section: Background Of Studymentioning

confidence: 95%

The Impact of Knowledge Management on Organizational Innovation: An Empirical Study

Abdi¹,

Senin²

2015

ASS

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The character of organizational innovation is considered significant for developing and improving the related products, procedures and marketplaces, for adding value as well as effectiveness over administrations. The innovation procedure is necessary regarding the activity of an association as the capability for innovation is important for attaining and sustaining competitive advantage. The absence of empirical investigations about the consequence of knowledge management on organizational innovation by organizational learning particularly over the developing countries exists in the related literature. The key objective of the current investigation is to evaluate the consequence of knowledge management on innovation directly and over organizational learning in Iranian automotive industry namely Iran Khodro Company. A total of 272 managers were chosen from systems and methods as the participants of the current study. The data were analysed using the Structural Equation Modelling (SEM). Results of the study revealed that there is an influence of knowledge management on organizational innovation in Iranian automotive industry. Results of the investigation showed that organizational learning has an important character as a mediator on the association between knowledge management and organizational innovation.

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Knowledge Management and Enterprise Resource Planning Implementation: A Conceptual Model

Cited by 7 publications

References 50 publications

Empirical evidence of an integrative knowledge competence framework for ERP systems implementation in UK industries

Empirical evidence of an integrative knowledge competence framework for ERP systems implementation in UK industries

Knowledge retention in ERP implementations: the context of UK SMEs

The Impact of Knowledge Management on Organizational Innovation: An Empirical Study

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