The implementation factors that influence the ERP (enterprise resource planning) benefits

Chou, Shih‐Wei; Chang, Yu-Chieh

doi:10.1016/j.dss.2008.06.003

Cited by 272 publications

(145 citation statements)

References 23 publications

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“…Contempory IS research seems to be consistently stating that value from IT is reaped from a transformation of business processes (Sila, 2010) , 1997). ERP adoption has similarities to software development in the sense that a usual implementation includes extensive programming and customisation efforts (Chou & Chang, 2008;Haines, 2009). We therefore selected an input oriented VRS model (BCC-I), which reflects that ERP adoption may exhibit increasing, constant and decreasing returns to scale (Rajiv D. Banker, et al, 2004).…”

Section: Research and Measurement Approachmentioning

confidence: 99%

Contrasting ERP Absorption Between Transition and Developed Economies From Central and Eastern Europe (CEE)

Bernroider

Sudzina

Pucihar

2011

Information Systems Management

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Section: Research and Measurement Approachmentioning

confidence: 99%

Contrasting ERP Absorption Between Transition and Developed Economies From Central and Eastern Europe (CEE)

Bernroider

Sudzina

Pucihar

2011

Information Systems Management

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“…Human IT resources are also found to have an impact on ERP performance such as the ability to deal with any lack of fit between the organization's business processes and the ERP package (Customization) (Chou, Chang 2008). Furthermore, the IT competences in project management are found to be critical for delivering a ERP project within time and cost (Dezdar, Ainin 2011a) in a way which satisfies the users and assures them of its quality (Tsai et al 2011, Tsai et al 2012) thus realising the benefits (Velcu 2010, De Toni, Fornasier & Nonino 2015.…”

Section: Erp Resourcesmentioning

confidence: 99%

“…readiness to change in attitude (Stratman, Roth 2002)) and top management roles (Law, Ngai 2007, Liu, Seddon 2009, Dezdar, Ainin 2011b) (e.g. their role in the continuous alignment between the organization's strategic objectives and the long term capabilities of the ERP (Chou, Chang 2008)). …”

Section: Erp Organizational Complementary Resources (Ocrs)mentioning

confidence: 99%

ERP benefits capability framework: orchestration theory perspective

Badewi

Shehab

Zeng

et al. 2018

BPMJ

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Purpose The purpose of this paper is to answer two research questions: what are the ERP resources and organizational complementary resources (OCRs) required to achieve each group of benefits? And on the basis of its resources, when should an organization invest more in ERP resources and/or OCRs so that the potential value of its ERP is realised? Design/methodology/approach Studying 12 organizations in different countries and validating the results with 8 consultants. Findings ERP benefits realization capability framework is developed; it shows that each group of benefits requires ERP resources (classified into features, attached technologies and information technology department competences) and OCRs (classified into practices, attitudes, culture, skills and organizational characteristics) and that leaping ahead to gain innovation benefits before being mature enough in realising a firm’s planning and automation capabilities could be a waste of time and effort. Research limitations/implications It is qualitative study. It needs to be backed by quantitative studies to test the results. Practical implications Although the “P” in ERP stands for planning, many academics and practitioners still believe that ERP applies to automation only. This research spotlights that the ability to invest in ERP can increase the innovation and planning capabilities of the organization only if it is extended and grown at the right time and if it is supported by OCRs. It is not cost effective to push an organization to achieve all the benefits at the same time; rather, it is clear that an organization would not be able to enjoy a higher level of benefits until it achieves a significant number of lower-level benefits. Thus, investing in higher-level benefit assets directly after an ERP implementation, when there are no organizational capabilities available to use these assets, could be inefficient. Moreover, it could be stressful to users when they see plenty of new ERP resources without the ability to use them. Although it could be of slight benefit to introduce, for example, business intelligence to employees in the “stabilizing period” (Badewi et al., 2013), from the financial perspective, it is a waste of money since the benefits would not be realised as expected. Therefore, orchestrating ERP assets with the development of organizational capabilities is important for achieving the greatest effectiveness and efficiency of the resources available to the organization. This research can be used as a benchmark for designing the various blueprints required to achieve different groups of benefits from ERP investments. Originality/value This research addresses two novel questions: RQ1: what are the ERP resources and OCRs required to achieve the different kinds of ERP benefits? RQ2: when, and on what basis, should an organization deploy more resources to leverage the ERP business value?

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“…Step 6: Since are still fuzzy triangular numbers, they need to be defuzzified; the relative non-fuzzy weight of each criterion, , is calculated by applying the "centre of area method" [33] …”

Section: Appendix D -Fuzzified Analytical Hierarchical Processmentioning

confidence: 99%

Risk-Based System to Control Safety Level of Flooded Passenger Ships

Trincas¹,

Braidotti²,

Francesco³

2017

Brod

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SummaryPredicting the consequences of flooding is a key issue that may help the ship master of a large passenger ship to make rational decisions in emergency situations. To this end, the Delphi Emergency Decision Support System (Delphi EDSS) has been designed and is under implementation to continuously assess ship's state of survivability. Analyses are performed by means of a time-domain simulation program, where transient stages of flooding are investigated and stored off-line for all the potential damage scenarios. The Delphi EDSS evaluates the ship risk level including the most important aspects related to safety state while establishing the time-to-capsize which is of primary concern for the safe evacuation of the damaged ship.The methodology is based on a scientific approach, setting an overall platform for rational assessment of non-survivability risk. Determination of the global risk level and its components requires solution of a multicriterial problem, where the level of importance of each criterion contributing to determination of a global risk index is combined with fuzzified contributors to risk calculated at lower levels.

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The implementation factors that influence the ERP (enterprise resource planning) benefits

Cited by 272 publications

References 23 publications

Contrasting ERP Absorption Between Transition and Developed Economies From Central and Eastern Europe (CEE)

Contrasting ERP Absorption Between Transition and Developed Economies From Central and Eastern Europe (CEE)

ERP benefits capability framework: orchestration theory perspective

Risk-Based System to Control Safety Level of Flooded Passenger Ships

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