Role Negotiation and Interaction: An Exploratory Case Study of the Impact of Management Consultants on ERP System Implementation in SMEs in Taiwan

Chen, Ruey‐Shun; Sun, Chia-Ming; Helms, Marilyn M.; Jih, Wen-Jang

doi:10.1080/10580530801941371

Cited by 39 publications

(26 citation statements)

References 31 publications

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“…Consequently, those SMEs operate in a satellite-type network structure around the larger Taiwanese IT companies. The success of the center-to-satellite network structure has greatly enhanced the competitiveness of Taiwanese IT manufacturers (Chen et al, 2008).…”

Section: The Center-to-satellite Network Structure Of the Taiwanese Imentioning

confidence: 99%

Why are enterprise resource planning systems indispensable to supply chain management?

Yang

2010

European Journal of Operational Research

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Section: The Center-to-satellite Network Structure Of the Taiwanese Imentioning

confidence: 99%

Why are enterprise resource planning systems indispensable to supply chain management?

Yang

2010

European Journal of Operational Research

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“…System costs largely disappear when they are more than offset by the benefits of successful system implementation and functioning. Sub-optimal system implementation experiences are largely eliminated when bestpractice protocols are observed [19,20]. Among the three reasons listed above that fuel the controversy that surrounds ERP systems, the most perplexing appears to be sub-optimal experiences with the ERP system implementation process.…”

Section: Related Workmentioning

confidence: 99%

The Effects of Industry Classification on a Successful ERP Implementation Model

2016

J Inf Process Syst

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Organizations in some industries are still hesitant to adopt the Enterprise Resource Planning (ERP) system due to its high risk of failures. This study examined how industry classification affects the successful implementation of the ERP system. To achieve this goal, we reinvestigated the existing ERP Success Model that was developed by Chung with the data from various industry sectors, since Chung validated the model only in the engineering and construction industries. In order to test to see if the Chung model can be applicable outside the engineering and construction industries, the relationships between the ERP success indicators and the critical success factors in the Chung model and those in the sample data collected from ten different industry sectors were compared and investigated. The ten industry sectors were selected based on the Global Industry Classification Standard (GICS). We found that the impact of success factors on the success of implementing an ERP system varied across industry sectors. This means that the success of ERP system implementation can be industry-specific. Thus, industry classification should be considered as another factor to help IT decision makers or top-management avoid ERP system failures when they plan to implement a new ERP system.

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“…The initial focus of consultant-client research was on consultant performance, based on client satisfaction (Haines & Goodhue 2003;Yoon et al 2004). More recent studies identify various intermediary roles of consultants (Howcroft & Light 2008;Carey 2008) and examine the consultant engagement process (Chen et al 2008), consultant-client relationships (Nevo et al 2007) and the creation or transfer of knowledge (Lech 2011).…”

Section: It Consultant-client Researchmentioning

confidence: 99%

“…The main reason why external experts like consultants are necessary is because SMEs face knowledge barriers and depend on consultants to overcome these barriers (Thong 2001;Nevo et al 2007;Carey 2008 andChen et al 2008). In helping SMEs to overcome knowledge barriers, consultants act as bridging intermediaries, in which they disseminate specialised knowledge and share ideas and experiences (Carey 2008).…”

Section: Introductionmentioning

confidence: 99%

Knowledge Sharing in IT Consultant and SME Interactions

Bradshaw

Pulakanam

Cragg

2015

AJIS

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Many small and medium enterprises (SMEs) depend on consultants to overcome knowledge barriers, especially for IT projects. This paper aims to determine how IT consultants affect the IT knowledge of SMEs when IT consultants and SMEs interact. Data were collected using faceto-face interviews with both IT consultants and SME managers. The study is the first to identify what and how SMEs learn from consultants during an IT implementation project. Consultants help SMEs gain different types of knowledge, employing a broad range of knowledge sharing mechanisms. As consultants are an important part of the knowledge creation processes of SMEs, SMEs should strive to form long-term relationships with consultants and use these interactions to develop IT knowledge within the SME.

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Role Negotiation and Interaction: An Exploratory Case Study of the Impact of Management Consultants on ERP System Implementation in SMEs in Taiwan

Cited by 39 publications

References 31 publications

Why are enterprise resource planning systems indispensable to supply chain management?

Why are enterprise resource planning systems indispensable to supply chain management?

The Effects of Industry Classification on a Successful ERP Implementation Model

Knowledge Sharing in IT Consultant and SME Interactions

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