Vicious and virtuous cycles in ERP implementation: a case study of interrelations between critical success factors

Akkermans, H; Helden, K van

doi:10.1057/palgrave/ejis/3000418

Cited by 162 publications

(118 citation statements)

References 3 publications

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“…Early research into ERP implementation success factors (e.g., Holland and Light 1999, Jarrar et al 2000, Grabski et al 2001, Somers and Nelson 2001, Akkermans and van Helden 2002) generated lists of factors that contribute to successful ERP implementation. However, they did not indicate whether all the factors were needed, or if all the factors needed to be used with the same level of effort.…”

Section: Erp Success Factorsmentioning

confidence: 99%

ERP implementations and their impact upon management accountants

Sangster

Leech

Grabski

2009

JISTEM

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This paper considers the impact of ERP implementations upon the role of management accountants, upon management accounting in general, and upon business processes. It does so in the context of the perceived success of the ERP implementation. A postal questionnaire was circulated to almost 700 management accountants working in large UK-based organisations. It finds that under successful ERP implementations, management accountants have time for other, less mundane activities and their role becomes more enriching. In contrast, when the implementation is unsuccessful, the role of the management accountant increases: the ERP system deficiencies require increased activity on their part without any noticeable reduction in the tasks they traditionally perform.

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Section: Erp Success Factorsmentioning

confidence: 99%

ERP implementations and their impact upon management accountants

Sangster

Leech

Grabski

2009

JISTEM

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“…According to Staehr et al (2002), implementation research (e.g. Ng et al, 1999;Umble, Umble and Von Deylen, 2001;Weston, 2001;Akkermans and van Helden, 2002;Gefen, 2002;Abdinnour-Helm, Lengnick-Hall and Lengnick-Hall, 2003;Al-Mashari, Al-Mudimigh and Zairi, 2003;Craighead and LaForge, 2003;Mabert, Soni and Venkataramanan, 2003;Muscatello, Small and Chen, 2003;Schrnederjans and Kim, 2003;Somers and Nelson, 2003;Umble, Haft and Umble, 2003;Sheu, Chae and Yang, 2004) is the more developed of the two.…”

Section: Enterprise Resource Planning (Erp) Systemsmentioning

confidence: 99%

Enterprise resource planning (ERP) systems and the manufacturing–marketing interface: an information-processing theory view

Gattiker

2007

International Journal of Production Research

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This is an electronic version of an article published in Gattiker, TF. (2007). ERP Systems and the manufacturing-marketing interface: An information processing theory view. International Journal of Production Research, 45(13): 2895-2917.. International Journal of Production Research is available online at: http://www.informaworld.com/smpp. DOI: 10.1080/00207540600690511This is an electronic version of an article published in Gattiker, TF. (2007). ERP Systems and the manufacturing-marketing interface: An information processing theory view. AbstractThe manufacturing-marketing (MM) interface has received substantial consideration in the operations management literature; however, relatively little attention has been paid to the role of information systems in facilitating MM integration. As integrated cross-functional systems, enterprise resource planning systems (ERP) are well-suited to provide MM integration. Based on information processing theory, the central proposition of this paper is the greater the interdependence between manufacturing and marketing, the greater the benefit of ERP. Specifically, H1 states that the greater ERP-enabled coordination between manufacturing and marketing, the greater the benefit of ERP to the plant. H2 states that the degree to which ERP-enabled manufacturing-marketing coordination improvements are realized, depends on the amount of interdependence between manufacturing and marketing. Using multiple regression, the model is tested on survey data from 107 manufacturing plants running ERP. The data support H1 and H2. These findings support the general proposition that interdependence between functions is one factor that influences the degree to which organizations reap benefits from their ERP investments. Based on the ERP literature, the model controls for the amount of time that ERP has been running in the plant; This factor was found to be insignificant in the model. However, exploratory analysis finds that time is associated with other ERP benefits.Keywords: Enterprise systems (ERP); Manufacturing-Marketing interface; Interdependence; Information Processing Theory This is an electronic version of an article published in Gattiker, TF. (2007). ERP Systems and the manufacturing-marketing interface: An information processing theory view.

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“…Hong and Kim (2002) reported that ERP implementation success substantially depends on the organizational fit of ERP and certain implementation contingencies. Akkermans and van Helden (2002) explained how one list of CSFs (Somers & Nelson, 2001) could be implemented to analyze and describe project performance in one ERP implementation in the aviation industry and reported that poor project performance could lead to a serious project crisis.…”

Section: Enterprise Resource Planningmentioning

confidence: 99%

Critical success factors in project management

Orouji¹

2016

10.5267/j.jpm

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In this survey, we perform a survey on different studies associated with critical success factors in project management. The study covers all related studies from 1987 to 2017 based on the articles published on different value added journals. The survey shows that tremendous efforts have been dedicated on important factors, which influence on the success or failure of enterprise resource planning. The other part of the survey is dedicated for the implementation of Six Sigma projects. Our survey shows that successful implementation of Six Sigma could contribute to the success of projects.2017 Growing Science Ltd.

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Vicious and virtuous cycles in ERP implementation: a case study of interrelations between critical success factors

Cited by 162 publications

References 3 publications

ERP implementations and their impact upon management accountants

ERP implementations and their impact upon management accountants

Enterprise resource planning (ERP) systems and the manufacturing–marketing interface: an information-processing theory view

Critical success factors in project management

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