Information Technology for The World

ERP Articles

CRITICAL SUCCESS FACTORS IN INTERNATIONAL ERP IMPLEMENTATIONS Robert Plant, Leslie Willcocks. The Journal of Computer Information Systems. Stillwater: Spring 2007. Vol. 47, Iss. 3; pg. 60, 11 pgs Abstract (Summary) This study examines through two longitudinal studies of international ERP implementations the perceptions of the project managers towards twenty-two critical success factors shown to influence the outcome of ERP implementations. The paper first examines the perceptions of the critical success factors at differing stages of project development at each company. Findings include the shift in emphasis during the implementation from top management support, clear goals and objectives together with strong inter-departmental communication, viewed as being critical early in the project lifecycle, to a convergence upon: top management support, project team competence and interdepartmental co-operation in the final stages of the implementation. The study also examines, through the critical success factors, the impacts and issues in implementation related to the use of vendors located in different countries. Findings include: an increased emphasis upon the determination of clear goals and objectives at the project outset, and, importantly, the provision by international vendors of added value in terms of new business practice knowledge and enhanced project team capability. Copyright International Association for Computer Information Systems Spring 2007
A Model Continuous Improvement Based ERP Applications Class Gary B McCombs. Journal of American Academy of Business, Cambridge. Hollywood: Mar 2007. Vol. 10, Iss. 2; pg. 58, 7 pgs Abstract (Summary) The author believes that it is important to include enterprise resource planning (ERP) skills and applications in academic programs. Although difficulties were expected in implementing an ERP applications class, the author nonetheless pursued the matter and started such a course. This paper reports on those efforts as they relate to an Oracle accounting applications class, but it includes information on course content that is adaptable to a variety of ERP platforms and disciplines. The course was basically segmented into so-called "hands on" components and more traditional academic components. Student ratings and feedback have been obtained and are presented for all significant class assignments for four semesters of offering the course. These ratings serve as the underpinnings for a continuous improvement mode of course offering; the feedback and work submitted by students each semester is used to update and improve the components of the course in each subsequent offering. The author believes that a number of the ideas, assignments and projects presented will prove useful regardless of the specific ERP or applications chosen. Further, hopefully they will prove to be useful to schools that are in the process of implementing or considering an ERP classroom system.
Learning from Model ErP Projects Piotr Soja, Dariusz Put. International Journal of Enterprise Information Systems. Hershey: Apr-Jun 2007. Vol. 3, Iss. 2; pg. 50, 14 pgs Abstract (Summary) The main purpose of this article is to identify the characteristics of enterprise resource planning (ERP) implementations connected with project success. The study combines two statistical methods of clustering analysis employing Ward's hierarchical and k-means nonhierarchical methodologies. The ERP projects are described by 12 attributes divided into effort, effect, and success indicators. The analysis draws on research conducted among a few dozen companies implementing an ERP system into their organisations. The investigated projects were divided into groups of homogenous elements on the basis of the attribute values. Next, the obtained clusters were ordered using the average value of success achieved. In consequence, the groups with the most desirable attributes were recognised and the clusters with the least desirable characteristics were extracted. The thorough examination of these extreme groups containing model and antimodel projects was the basis for drawing conclusions for practitioners and researchers towards ERP projects enhancement. Copyright IGI Global Apr-Jun 2007
Critical Factors for Implementation Success of ERP Systems: An Empirical Investigation from Bahrain Emad M Kamhawi. International Journal of Enterprise Information Systems. Hershey: Apr-Jun 2007. Vol. 3, Iss. 2; pg. 34, 15 pgs Abstract (Summary) Research on enterprise resource planning (ERP) systems implementation has drawn much attention, in the last decade. Identifying and testing the critical factors that affect implementation success for this type of systems is one of the important streams of research in this field. Based on data gathered from a sample of 70 respondents, actively involved in their companies' ERP implementation process, this study aims to extend this stream of research with another framework of success factors based on a developing country setting, namely Bahrain. The influences of some selected critical factors were examined on two success dimensions: project success and business metrics success. Results support previous research findings in this area concerning the impact of factors such as project planning, organizational resistance, and ease of use on ERP project success metrics. Also, the study results show that project planning, business process reengineering, and organizational fit have significant influence on business success metrics. However, no significant impact was found for some classical success factors such as top-management support, technical fit, training, competitive pressure, and strategic fit on both project and business success. The article ends with implications for these findings and possible extensions for the study. Copyright IGI Global Apr-Jun 2007
ERP Usage in Banking: An Exploratory Survey of the World's Largest Banks Carolin Fuß, Ralf Gmeiner, Dirk Schiereck, Susanne Strahringer. Information Systems Management. Boston: Spring 2007. Vol. 24, Iss. 2; pg. 155, 17 pgs Abstract (Summary) As banking is currently considered a non-typical area for enterprise resource planning (ERP) usage, the authors conducted a survey on anticipated benefits, potential disadvantages and implementation success associated with ERP adoption in banking. This article conducted an exploratory research study by surveying the 1,000 largest banks worldwide on anticipated benefits, potential disadvantages and implementation success associated with ERP systems. Given the prevailing silo-type information technology (IT) architecture in many banks, using ERP systems as a starting point for creating a modern strategic IT platform as the basis for the full range of core-banking applications appears to be a reasonable move. With banks still facing the great challenge of a large-scale core-banking system overhaul adopting this technology today and moving ahead with ERP vendors may be a viable approach for banks to steadily modernize their entire IT infrastructure. Copyright Auerbach Publications Spring 2007
Technical-Oriented Enterprise Resource Planning (ERP) Body of Knowledge for Information Systems Prog Todd A Boyle. Journal of Education for Business. Washington: May/Jun 2007. Vol. 82, Iss. 5; pg. 267, 8 pgs Abstract (Summary) In this article, the author proposes a body of knowledge that the educators can use to incorporate the technical aspects of enterprise resource planning (ERP) into an information systems (IS) program, encapsulated as the ERP technical knowledge framework. To illustrate the application of this framework, the author discusses a course sequence that could be applied in a 4-year undergraduate degree program in ERP. The ERP technical knowledge framework provides an excellent starting point for IS instructors who attempt to expand their ERP courses or create a complete ERP program that will meet the needs of the industry. Copyright Heldref Publications May/Jun 2007
CONTAINING TRANSACTION COSTS IN ERP IMPLEMENTATION THROUGH IDENTIFICATION OF STRATEGIC LEARNING PROJ Annika Andersson, Ralf Müller. Project Management Journal. Sylva: Jun 2007. Vol. 38, Iss. 2; pg. 84, 9 pgs Abstract (Summary) Implementation of enterprise resource planning (ERP) systems requires in-depth understanding of the idiosyncrasies of the receiving organization, thus implying specific learning costs. ERP projects delivered in form of contracted projects in a competitive market environment often ignore costs for competitive reasons (Linderoth & Lundqvist, 2004). However, these learning costs add to the overall transaction costs of a project. If not budgeted Into the Individual projects, these costs accumulate at the project portfolio level of project delivery organizations (sellers) and must be managed adequately. One way of minimizing learning costs at the portfolio level is to identify strategic learning projects, which accrue higher than planned (competitive) costs, but lower the costs of future projects and thereby the overall learning costs at the portfolio level. The present study investigated the practices of dealing with costs of learning projects at a Swedish ERP consultancy over a period of six months. The results show how to lower portfolio-level project costs in the long-term through identification of strategic learning projects, with expected budget overruns in the short-term. The study takes a transaction-costs-economic (TCE) perspective. A model shows the impact of short-term learning investments on the lowering of implementation risks in future projects. The model can be used by managers for understanding long-term profitability by exceeding time and budget objectives in the short term. Copyright Project Management Institute Jun 2007
Impact of shared beliefs on "perceived usefulness" and "ease of use" in the implementation of an ent T. Ramayah, May-Chiun Lo. Management Research News. Patrington: 2007. Vol. 30, Iss. 6; pg. 420 Abstract (Summary) Purpose - This article seeks to examine the impact of shared beliefs concerning the benefits of enterprise resource planning (ERP) among executives and engineers in the northern region of Malaysia. Design/methodology/approach - Respondents comprise managers in the departments of production control, production, materials, engineering and information technology, and executives within the organization, who are cognizant of the ERP implementation. A questionnaire was sent to managers in 113 manufacturing organizations. A total of 69 responses was received, all of which were used in the analysis. Findings - The findings support the notion that systems or technologies, which are perceived to be easy to use and understand, will be viewed as more useful from the end-user's perspective. In addition, perceived ease of use (PEU) was found to mediate partially the effects of shared beliefs concerning the usefulness of the ERP system. Practical implications - This study provides evidence that the level of managerial support, in terms of shared beliefs about the benefits of ERP, is critical in increasing the level of PEU and perceived usefulness. Originality/value - There is a gap in the literature concerning what influences these two salient beliefs. Thus, this paper examines the impact of shared beliefs on the perceived usefulness and ease of use of an ERP system in a developing country. Copyright Emerald Group Publishing Limited 2007
INTERACTIONS BETWEEN ORGANIZATIONAL SIZE, CULTURE, AND STRUCTURE AND SOME IT FACTORS IN THE CONTEXT Princely Ifinedo. The Journal of Computer Information Systems. Stillwater: Summer 2007. Vol. 47, Iss. 4; pg. 28, 17 pgs Abstract (Summary) Enterprise Resource Planning (ERP) systems are packaged information technology (IT) suites that are increasingly becoming the price of entry for running a business, and such systems are gaining popularity worldwide. Few have investigated the impacts of size, culture, and structure of the adopting organization on ERP system success evaluations. To fill this gap in research, the researcher designed an exploratory study to investigate the impacts of the aforementioned factors in the context of ERP systems success evaluations. Surveys were conducted in Finland and Estonia -- two small technologically advanced Northern European countries. formulated. The data revealed positive relationships between organizational size, structure, and culture, on the one hand and ERP systems success, on the other. Also, IT resources as a moderator in the relationships between the main contingency factors and ERP success was found be significant. The implications of the findings for both practice and research are discussed, and fruitful areas for future research outlined. Copyright International Association for Computer Information Systems Summer 2007
Relation Between Manufacturing Practices, Flexibility and the Performance in ERP System Firms Leopoldo Gutiérrez Gutiérrez, Javier Tamayo Torres. The Business Review, Cambridge. Hollywood: Summer 2007. Vol. 8, Iss. 1; pg. 315, 4 pgs Abstract (Summary) In recent years, the management literature has produced various articles on the importance of flexibility for a company and its performance. This paper focuses on the relationship between flexibility and higher performance in companies with flexible manufacturing planning, such as Enterprise Resource Planning (ERP). This research analyses the literature on manufacturing flexibility and manufacturing practices to explore the performance obtained by companies with the ERP system. The research is based on three basic operating strategies according to the firm's focus of activities.
The Impact of Enterprise Systems on Organizational Control and Drift Ioannis Ignatiadis, Joe Nandhakumar. International Journal of Enterprise Information Systems. Hershey: Jul-Sep 2007. Vol. 3, Iss. 3; pg. 36, 15 pgs Abstract (Summary) Enterprise systems (ES) are widespread in current organizations, and seen as integrating organizational procedures across functional divisions. An enterprise system (also known as enterprise resource planning - ERP system), once installed, seems to enable or constrain certain actions by managers and users, which have an impact on organizational operations. Those actions may result in increased organizational control, or may lead to organizational drift. The processes that give rise to such outcomes are investigated in this paper, which is based on a field study of five companies. By drawing on the theoretical concepts of human and machine agencies, as well as the embedding and disembedding of managerial and user actions in the system, this paper agues that control and drift arising from the use of an enterprise system are outcomes of the processes of embedding and disembedding human actions, which are afforded (enabled or constrained) by the enterprise system. Copyright IGI Global Jul-Sep 2007
Evaluating ERP Implementation Choices Using AHP S Parthasarathy, N Anbazhagan. International Journal of Enterprise Information Systems. Hershey: Jul-Sep 2007. Vol. 3, Iss. 3; pg. 52, 14 pgs Abstract (Summary) An enterprise resource planning (ERP) system is an integrated software solution, typically offered by a vendor as a package that supports the seamless integration of all the information flowing through a company. Business information systems is an area of the greatest significance in any business enterprise today. ERP projects are a growing segment of this vital area. The objective of customization in ERP implementation is to achieve a fit between the ERP system and the process that the system supports. Widespread literature review has been done to study the issues in ERP implementation. Customization is found to be the major annoyance in most of the ERP projects. Literature review also shows that the AHP is the preeminent slant among the various methodologies applied to ERP projects in the past for prioritizing the attributes. Hence, in this paper we have applied the analytical hierarchy process (AHP) to a framework for evaluating ERP implementation choices. The upshot of the study is the identification of various customization possibilities for ERP implementation. This study is meant to help managers think about the various feasible customization options available to them. The application of AHP to the framework is exemplified and the epitome of findings is discussed. Future research work that can be done in customization is also indicated. Copyright IGI Global Jul-Sep 2007
Enterprise Resource Planning (ERP): Past, Present and Future Ronald E McGaughey, Angappa Gunasekaran. International Journal of Enterprise Information Systems. Hershey: Jul-Sep 2007. Vol. 3, Iss. 3; pg. 23, 13 pgs Abstract (Summary) Business needs have driven the design, development, and use of Enterprise Resource Planning (ERP) systems. Intra-enterprise integration was a driving force in the design, development, and use of early ERP systems, but increased globalization, intense competition, and technological change have shifted to focus to inter-enterprise integration. Current and evolving ERP systems thus reflect the expanded scope of integration, with greater emphasis on things like supply chain management and customer relationship management. This manuscript explores the evolution of ERP, the current status of ERP, and the future of ERP, with the objective of promoting relevant future research in this important area. If researchers hope to play a significant role in the design, development, and use of suitable ERP systems to meet evolving business needs, then their research should focus, at least in part, on the changing business environment, its impact on business needs, and the requirements for enterprise systems that meet those needs. Copyright IGI Global Jul-Sep 2007
Seven Keys to ERP Success im Welch, Dmitry Kordysh. Strategic Finance. Montvale: Sep 2007. Vol. 89, Iss. 3; pg. 40, 9 pgs Abstract (Summary) Many companies have invested heavily in enterprise resource planning (ERP) software to seamlessly link themselves to their customers, suppliers, and partners. Although the goal was to optimize these relationships and boost operational performance, the results were often disappointing. The good news is that best practices have been revealed. Serving as a company's central nervous system, ERP systems orchestrate many functions, including order management, materials planning, warehouse management, payables, receivables, and general ledger. ERP implementations encounter a set of common challenges. Fortunately, there is also a defined set of best practices. These practices are: 1. Secure executive alignment for the broad-based ERP plan. 2. Establish the right governance model. 3. Emphasize business process transformation. 4. Ensure ongoing ERP support. 5. Address organizational needs head-on. 6. Keep the business mission top of mind. 7. Manage IT infrastructure relentlessly. To be effective, ERP systems require constant support and maintenance, not just by the IT department but by the business itself. Copyright Institute of Management Accountants Sep 2007
Defining Information System Success in France Hafid Agourram, Bill Robson, Amine Nehari Talet. International Journal of Enterprise Information Systems. Hershey: Jul-Sep 2007. Vol. 3, Iss. 3; pg. 66, 14 pgs Abstract (Summary) The objective of this study is to explore how IS success is defined and perceived by a group of people in France. The results show that culture does influence IS success perception. The study has many implications for both academic and practice communities. The results are especially important to multinational organizations that standardize IS in different cultures, including France. The research case is a multibillion dollar Canadian multinational organization which decided to standardize an enterprise resource planning (ERP) system in all its worldwide subsidiaries. Copyright IGI Global Jul-Sep 2007
Exploring the Importance of Participation in the Post-Implementation Period of an ES Project Erica L Wagner, Sue Newell. Journal of the Association for Information Systems. Atlanta: Oct 2007. Vol. 8, Iss. 10; pg. 508, 17 pgs Abstract (Summary) User participation during software projects has long been considered a prerequisite for system success, and yet these initiatives continue to be rife with troubles. This is particularly true of enterprise software such as ERP and CRM, which, in spite of its popularity, is difficult to implement and is prone to user resistance. This, then, begs the question of why these enterprise systems run into problems even with when garnering user participation. One response may be to question the importance of participation per se; a more considered response is likely to be one that emphasizes the need to more closely explore the relationship between participation and the system in use. To this end, we adopt a cross-case comparison to analyze the role of user participation during two ES projects. Through the theoretical lens of 'situated learning', we argue that pre-implementation user participation can be problematic so that post-implementation involvement will be more effective in garnering user interest and assistance. Copyright Association for Information Systems Oct 2007
Computers-for-edu: An Advanced Business Application Programming (ABAP) Teaching Case Todd A Boyle. Journal of Information Systems Education. West Lafayette: Fall 2007. Vol. 18, Iss. 3; pg. 283, 13 pgs Abstract (Summary) The Computers-for-edu case is designed to provide students with hands-on exposure to creating Advanced Business Application Programming (ABAP) reports and dialogue programs, as well as navigating various mySAP Enterprise Resource Planning (ERP) transactions needed by ABAP developers. The case requires students to apply a wide variety of ABAP concepts, including basic ABAP syntax, OPEN Structured Query Language (SQL), internal tables, external files, ABAP events, user-defined tables, screens, menus, title bars, function keys, drilldown reporting, and elementary dialogue programming. The case makes a very good final project in an introductory ABAP programming course. For an advanced ABAP course, this case is useful for reviewing introductory ABAP concepts prior to moving on to more advanced ABAP programming elements such as object-oriented programming and advanced dialogue programming (e.g., database updates, logical units of work). This case can be easily extended to include additional dialogue programming and object-oriented elements by, for example, having students write dialogue programs with tabstrip controls to manipulate data in the user-defined tables. Copyright EDSIG Fall 2007

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