Stakeholder Involvement Framework for Understanding the Decision Making Process of ERP Selection in New Zealand

Abstract

This study provides the first detailed analysis of stakeholder involvement for the decision making process of enterprise resource planning (ERP) selection in New Zealand. A stakeholder involvement framework (SIF) is developed to understand the role of stakeholders in the decision making process of ERP selection using a multiple case study design approach. Findings suggest that external stakeholders as well as internal stakeholders are equally involved in the selection of ERP systems, however the level of involvement along the timeline of the ERP project changes. We conclude that the proposed SIF for ERP selection may guide companies in effective management of their implementation and post-implementation phase of ERP systems. RÉSUMÉ. Cet article propose la première analyse détaillée de l'implication des acteurs organisationnels dans le processus de sélection des systèmes de type PGI en Nouvelle-Zélande. Un modèle de mesure de l'implication des acteurs est développé pour comprendre le rôle que doivent jouer les différents types d'acteurs dans l'achat d'un PGI sur la base de plusieurs études de cas. Nos observations révèlent que les acteurs, aussi bien externes que internes à l'entreprise, doivent être impliqués dans le projet, même si leur degré d'implication change au cours du projet. Nous en concluons que notre modèle de sélection de PGI peut aider les entreprises à mieux gérer les phases d'implantation et de postimplantation de leur projet.

Towards a model of organisational prerequisites for enterprise‐wide systems integration

“…Therefore, this demonstrates our "continuity of ideas" in this research study. Also, due to the fact that organisational prerequisites are concerned with the "pre-planning" or "intelligence" phase of a project The scale of ERP projects has rarely been tackled by most organisations highlighted by an inadequate organisational analysis at the beginning of the project Kelly et al (1999) [2] The complexities of the ERP market This issue is illustrated through the concept of the ERP community and the role of each actor (ERP vendor, ERP consultant, and implementing organisation) in the ERP project implementation Sammon and Adam (2002); Esteves and Pastor (2001); Wood and Caldas (2001); Hossain and Shakir (2001) [3] Complex implementation Many ERP systems implementations fail, to a degree or completely, to meet project constraints due to their complexity Sammon and Adam (2004) An ERP package is so complex and vast that it takes several years (lengthy) and millions of dollars (expensive) to roll out Davenport (1998); Martin (1998); Bingi et al (1999); Holland et al (1999); Shanks et al (2000); Koch et al (1999); Saint-Leger and Savall (2001) [4] High rates of failure in ERP project 2000; Saint-Leger and Savall 2001On average, ERP projects deliver only 30 per cent of the promised benefits Krumbholz et al (2000) Only around 10 per cent to 15 per cent of ERP implementations deliver anticipated benefits Rutherford (2001) [6] Level of dependence Once an ERP system is implemented, going back is extremely difficult; it is too expensive to undo the changes ERP brings into an organisation Bingi et al (1999) Owing to the all-encompassing nature of all ERP offerings, a level of depend...…”

Knowledge network modelling to support decision-making for strategic intervention in IT project-oriented change management

“…Previous studies in Knowledge mobilisation in education shed light on the role of knowledge intermediaries in educational sectors (Cooper, 2010;CHSRF, 2003;Ward et al, 2009b;Hossain & Shakir, 2001). This study suggests that knowledge intermediaries play a significant role in connecting knowledge networks to bridge the gap between external and internal resources and to connect knowledge networks of interaction (tacit knowledge) to knowledge networks of interpretation and translation, thus converting it into explicit knowledge.…”

“…However, to address factors such as interoperability, coordination, cooperation and regulations to support DS, a few Knowledge mobilisation studies have highlighted the role of knowledge brokering and knowledge intermediaries in educational sectors (CHSRF, 2003;Cooper, 2010;Hossain & Shakir, 2001;Ward et al, 2009b). In line with the aims of this study, the role of knowledge brokering is adopted into the 7 knowledge network processes in order to understand the full scope of the efforts required in DS processes to ensure the success of IT projects.…”

“…In line with the aims of this study, the role of knowledge brokering is adopted into the 7 knowledge network processes in order to understand the full scope of the efforts required in DS processes to ensure the success of IT projects. In the business sector, knowledge brokers are considered to be key players in innovation processes, acting as facilitators, enhancing the combination of knowledge and skills needed in problem-solving innovation, and acting as a channel or bridge in connecting suppliers with seekers (Cooper, 2010;Sousa, 2008;Hossain & Shakir, 2001). Knowledge brokers might be an organisation, individuals, third parties or change agents who facilitate collaboration and innovation by connecting different organisational activities both internally and externally (Cillo, 2005).…”

“… A lack of coordination of collective knowledge, enhanced in DSS, among parties (Garcia-Lorenzo, 2008).  A lack of employees' involvement in Knowledge mobilisation & change management processes in terms of planning, decision making and creating a vision (Ajmal, Helo & Kekäle, 2010;Hossain & Shakir, 2001;Rebecca, 2013).…”