The Effect of System Characteristics, Stage of Adoption, and Experience on Institutional Explanations for ERP Systems Choice

Ugrin, Joseph C.

doi:10.2308/acch.2009.23.4.365

Cited by 52 publications

(57 citation statements)

References 50 publications

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“…An institutional theory lens has been applied to the adoption of ERP by both Ugrin (2009) and Pishdad and Haider (2013). Whilst both demonstrate the importance of considering social and cultural influences on adoption, supporting our approach, they did not seek to uncover the detailed factors that we identify.…”

Section: 2institutional Theory In Is Researchmentioning

confidence: 85%

“…Considering a widely adopted and established IS means that the isomorphic pressures we wish to study exist and have had time to develop. That is, later adopters are influenced more by isomorphic pressures than earlier adopters (Ugrin, 2009). Medium sized firms in India are relatively late adopters of ERP (Sharma et al, 2012) and therefore ERP adoption in medium-sized firms provides an ideal setting in which to study the influence of isomorphic pressures.…”

mentioning

confidence: 99%

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Isomorphic factors in the adoption of ERP by Indian medium-sized firms

Sharma

Daniel

2016

JEIM

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PurposeThe paper adopts an institutional theory perspective to investigate the adoption of ERP systems by medium sized firms in India. The rationale for this study is to provide a more complete understanding of ERP adoption, moving beyond the traditional technical and economic perspectives to include social, cultural and structural influences. These later influences are more implicit, insidious and pervasive and hence require elucidatory studies such as this, but offer a greater understanding of the adoption of IS. Design/methodology/approachThe study is undertaken by means of nine case studies of medium sized firms in India that have adopted ERP systems. Qualitative interviews were undertaken with a range of staff in each firm and are supplemented by data from other sources such as site visit notes. FindingsInstitutionally based studies have tended to focus on three high-level isomorphic pressures: coercive, normative and mimetic. The study identifies number of more detailed factors that contribute to each of these three pressures. These more detailed factors are then used to consider how factors interact in the Indian context of the study. Originality/ValueThe conceptual contribution of this study is to move beyond the technical and economic rationales frequently identified for the adoption of IS by identifying influences that are social, cultural and structural in nature. The study shows that the three high level isomorphic pressures, mimetic, coercive and normative are comprised of more detailed factors. The empirical contribution of the paper is to identify these detailed factors, and to explore their influence, in the case of ERP adoption by Indian medium-sized firms. The study is of value to practitioners, since it is at the detailed level of factors that managers can recognize the forces they are subject to and can take action. It is also valuable to researchers since the detailed factors help address two limitations of institutional theory; a lack of agency perspective and a degree of conceptual ambiguity.

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Section: 2institutional Theory In Is Researchmentioning

confidence: 85%

mentioning

confidence: 99%

Isomorphic factors in the adoption of ERP by Indian medium-sized firms

Sharma

Daniel

2016

JEIM

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“…Además, las características de un ERP que facilitan la reingeniería de procesos de negocio son: el alcance, la capacidad de configuración del sistema y su capacidad de integración; pudiendo aplicarse diferentes combinaciones de las perspectivas BPR (Business Process Reengineering, Reingeniería de los procesos de negocio) y ERP con vistas a lograr la integración requerida en procesos interfuncionales (Koch, 2001;Ugrin, 2009). …”

Section: La Fase De Pre-implantación Del Erpunclassified

“…Se considera con frecuencia un enfoque de tres fases para garantizar la transición del antiguo al nuevo sistema: a) test de hardware, software y base de datos; b) test funcional con los procesos de negocio aplicados; y c) la puesta en marcha en el ambiente real con criterios de rendimientos técnicos y de negocio especificados (Ugrin, 2009). Uno de los desafíos de esta fase es construir un equipo de implantación que conozca las necesidades de la organización desde la perspectiva de sus procesos de Menezes,P.…”

Section: 3unclassified

“…Ninguna de las empresas llevó a cabo una planificación estratégica formal: Supermetal, en su segundo intento, tuvo unas directrices básicas, sin llegar a ser una planificación estratégica. Se detectó que las presiones competitivas, cambio del statu quo y la difusión de sistemas ERP entre sus competidores fueron elementos motivadores para la adopción del ERP (Bajwa y otros, 2004;beard y sumner, 2004;ugrin, 2009). Las empresas eran conscientes de sus objetivos y de sus necesidades: eficiencia operacional, reducción de los costes, aumento de la calidad y fiabilidad de entregas, así como una gestión ágil (Yen y Sheu, 2004); no obstante, Salazones S.A. y GSL no llegaron a plasmar dichas necesidades en prioridades concretas que orientaran políticas de acción adecuadas.…”

Section: Variable Prioridades Estratégicas (E1)unclassified

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Maximización de los beneficios de los sistemas ERP

Menezes¹,

González-Ladrón-de-Guevara

2010

JISTEM

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The ERP (Enterprise Resource Planning) systems have been consolidated in companies with different sizes and sectors, allowing their real benefits to be definitively evaluated. In this study, several interactions have been studied in different phases, such as the strategic priorities and strategic planning defined as ERP Strategy; business processes review and the ERP selection in the pre-implementation phase, the project management and ERP adaptation in the implementation phase, as well as the ERP revision and integration efforts in the postimplementation phase. Through rigorous use of case study methodology, this research led to developing and to testing a framework for maximizing the benefits of the ERP systems, and seeks to contribute for the generation of ERP initiatives to optimize their performance. Keywords: ERP Initiative, Process Revision, ERP Benefits, Case Study, ERP Adaptation RESUMEN Los sistemas de Planificación de los Recursos Empresariales, ERP (Enterprise ResourcesPlanning) se van consolidando en las empresas de diferentes tamaños y sectores, permitiendo que sus beneficios reales puedan ser definitivamente evaluados. En el presente estudio, varias interacciones han sido objeto de estudio en las distintas fases definidas, como las prioridades estratégicas y la planificación estratégica en la Estrategia ERP, la revisión de los procesos de negocio, y la selección del ERP en la fase de pre-implantación, las gestión de proyecto y la

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