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The purpose of this paper is to develop and test a theoretical model to measure the impact of enterprise resource planning (ERP) and customer relationship management (CRM) systems and moderating relationships of system and process integration on business value.

ERP and CRM systems are analysed with the resource-based view theory and measured by their impact on business value, having in consideration the moderation of system and process integration. The model was tested and analysed with data collected by Microsoft, from firms that have adopted both ERP and CRM systems in their organisation.

ERP system is found to be an important asset to business value, but CRM systems’ impact on business value is found to be not significant. System integration as moderator of ERP or CRM system is found to be not significant but has a positive and significant impact on business value. For process integration, the study finds that it is significant only when moderating the CRM system variable.

The model shows that the moderating effects of system and process integration are important variables for understanding the joint business value of ERP and CRM.

Adopting an ERP system and ensuring system integration provides a direct impact on business value. In order for a CRM system to have a positive impact on business value, process integration with ERP system must be ensured.

This study provides new knowledge on how ERP and CRM systems used together may positively influence value from IT investments, and how systems integration and process integration provide business value.

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?

Studying 12 organizations in different countries and validating the results with 8 consultants.

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.

It is qualitative study. It needs to be backed by quantitative studies to test the results.

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.

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?

The purpose of this study is to contribute to the existing knowledge about the value of post-implementation Enterprise Resource Planning (ERP) system at the firm level.

A questionnaire-based survey was conducted to collect data from 217 Malaysian firms that successfully implemented ERP system. Data analysis was conducted with partial least squares-structural equation modeling and partial least squares multi-group analysis techniques.

Higher ERP spending and greater ERP scope in the post-implementation stage were associated with higher performance gains.

Among other limitations, relying on a small sample size and cross-sectional data of this study and lack of generalizability of findings tend to have certain limitations. An interesting direction for future research would be to extend this study by conducting a multi-level analysis to understand how ERP spending and scope would affect the micro-level performance.

Non-financial performance gain is another valuable outcome of ERP implementation. The choice between in-house and off-the-shelf ERP systems will have dramatic impacts on the future profitability of firms. ERP risk management team and related practices during implementation phase result in a significantly higher financial gain in the post-implementation phase.

This study assesses the business value of ERP at the post-implementation phase while accounting for key contextual and managerial issues, a topic that has received little attention to date.

Consistent with the diffusion of innovation (DOI) model and resource‐based view (RBV) theory, the purpose of this paper is to develop a research model for measuring enterprise resource planning (ERP) post‐adoption and its consequence on small and medium enterprise (SME) performance.

The model links six determinants based on DOI to explain “ERP use” and three on RBV to explain the “ERP value”, on which nine hypotheses are postulated. Testing was conducted through structural equation modelling, utilizing data from 558 web‐surveyed firms in Portugal and Spain.

Full sample analysis finds that competitive pressure, training, best‐practices, compatibility, and efficiency are important antecedents of “ERP use”. Together with usage, collaboration and analytics capabilities contribute to “ERP value”. Cross‐country analysis reveals that complexity is an important inhibitor for “ERP use” in Portuguese firms whereas it is a facilitator for Spanish firms. In addition, while for Portuguese firms, compatibility and efficiency are significant, they are not for Spanish firms. For “ERP value”, while use and collaboration are more important for Portuguese firms, analytics is more important for Spanish.

The paper provides insight into how SMEs use and value ERP; however, the authors cannot speak empirically on the issue of whether value is sustained, or on maturity stages, or on the impact of different industries.

The paper describes the first empirical research study on Iberian SMEs, thus adding a cross‐country dimension to the innovation diffusion literature. Unlike the typical focus on ERP adoption found in the literature, this paper focuses on post‐adoption stages, linking usage with value.

Enterprise resource planning (ERP) consultants have the expertise required to understand the specific contextual needs of an ERP client, implement tailored business processes that meet those needs, and ensure that no potential benefit offered by the ERP remains unexplored by the client. However, conflicts between ERP clients and consultants are a significant source of non-benefit realisation, making managing client–consultant agency crucial to ERP post-implementation benefits realisation. This paper aims to elucidate how managing client–consultant agency affects the benefits derived from ERP systems.

This paper uses microfinance institutions in 15 sub-Saharan African countries to explore different paths through which managing client–consultant agency leads to benefit realisation in ERP projects. It uses partial least squares structural equation modelling to analyse data from 127 managers and explains the results using insights from agency theory and the information system (IS) success model.

This paper reveals three routes through which contractual agreements and conflict resolution strategies lead to benefits realisation in ERP projects.

This is the first study that attempts to provide quantitative evidence of how managing the complex relationship between ERP project stakeholders affects ERP project success. It also contributes a novel theoretical model for ERP benefits realisation to complement existing research on ERP agency issues, critical success factors, and benefits realisation.

The purpose of this study is to find answers to the question whether a fully-integrated real estate (RE) solution within an Enterprise Resource Planning (ERP) landscape delivers a visible and measurable contribution to organizational efficiency in corporate real estate management (CREM), a field still dominated by specialized, but stand-alone software packages.

The authors set up a model of CREM with the enterprise resource planning (ERP) systems being the hinge between the RE strategies and organizational efficiency. The model was tested by a written questionnaire to respond on the benefit expectations on ERP benefits.

In many cases, the results show a negative gap between expectations and realized benefits. The authors identified benefit stars and dogs within the sample. Stars realizing high benefit ratios on average have more often chosen the form of a shared service center for their CREM department, have reengineered the business processes more intensively, had more often a legacy system as a predecessor of the SAP ERP, trained employees more intensively and showed a higher degree of customization of the RE module than the benefit dogs of the sample.

Newly formed CREM departments looking for optimal IT solutions find decision support regarding the best fit for their IT landscape. Already institutionalized CREM units running an ERP system will find concrete evidence for improvement.

This is the first study of benefits and critical success factors of ERP implementation and operation for modern CREM. It is the attempt to bridge the gap between business and IT, showing the enabler role of ERP systems for efficient business processes, satisfied corporate users and motivated employees.

The purpose of this paper is to develop a benefits realisation road‐map for ERP usage in the context of small and medium‐sized enterprises (SMEs).

Direct interviews were used to collect data from a random sample of 48 MBA students and 87 business managers (CIO/IT directors and CFO roles).

The ERP benefits road‐map suggests that a long‐term vision is required in order to obtain a successful realisation of the potential benefits that ERP could bring. Thus, this analysis suggests that ERP benefits realisation dimensions are interconnected, and that managers should perceive ERP benefits realisation as a continuum cycle along the ERP post‐implementation. Furthermore, new ERP updates and maintenance projects must take into account the results of ERP benefits realisation auditing to review ERP configuration, correct possible mistakes, and improve the efficiency of some expected ERP benefits.

Although the study focuses on the factors that influence ERP benefits realisation, it fails to differentiate between some factors that may influence the realisation of these benefits, such as size and type of company, ERP system implemented, and organisational context.

The results may help to improve the understanding of ERP success and satisfaction levels, both expected and perceived, from ERP stakeholders. The findings also suggest that auditing the realisation of ERP benefits is a crucial stage in ERP usage phase.

The paper contributes to the current literature in the benefits of ERP systems by defining a benefits realisation road‐map to achieve the ERP benefits identified in the literature.

The purpose of this paper is to gain insight into enterprise resource planning (ERP) research by framing ERP intellectual contributions using a knowledge-centric taxonomy that was originally proposed as an organizing framework for classifying conceptual contributions in marketing. Thus the paper provides a better understanding of existing gaps and future opportunities in ERP research.

Using MacInnis framework, the authors classified a sample of 300 ERP articles published during the period 2000-2014 into a topology of four generic contributions types and eight sub-types.

The findings indicate that whereas the explicating type received the most attention by researches, the debating type received the least. It also seems that there is a temporal dimension to the different types of conceptual contributions. Identification of usefulness of the ERP systems to business was not addressed as would have been predicted by the build-evaluate lens of March and Smith framework.

The main limitation of this research is that only used articles from scholarly journals, and did not include conference proceedings, books, and other outlets. Another limitation is that the search criteria was title-based, which may have missed some relevant papers. Research implications include highlighting the importance of a knowledge-centric view of ERP research, and practical implications include the call for robust measurement criteria for ERP benefits and rigorous ERP comparison schemes.

The main contribution is providing an alternative approach to framing the ERP intellectual contributions. The proposed taxonomy revealed major areas of focus and opportunities for future ERP research emphasis. To the best of the authors’ knowledge, this is the first instantiation of MacInnis framework into ERP research.

The purpose of this paper is to highlight the current status of enterprise resource planning (ERP) field and address some issues in literature reviews, the authors conduct a comprehensive literature survey of extensive literature reviews of ERP in organizational contexts and map all the existing research issues that have been mentioned.

Two groups of keywords are set to search papers through academic search engine and academic databases. Total 86 literature reviews have been accumulated and categorized into three main categories and five sub-categories. The authors adopt multi-method approach to analyze the survey result. It consists of review type, geographical area, publication type, theory, and process approach.

Literature reviews need more continuity, objectivity, and integrality. More efforts should be made to increase methodologically sound and theoretically grounded research. In ERP research field, the topics in the post-implementation phase are heating up recently but still in its initial stage as well as small and medium enterprises research. The development of ERP in specific area or industry is considered to be critical. More longitudinal case study should be launched. Looking for the distribution of research across geographical areas is a potential perspective of researching as well.

This is the first comprehensive research that aims to analyze all the literature review in ERP field. The specific analysis provides critical detail for researchers to find the needed research. The discussion of this paper can be very valuable and helpful for assisting researchers to find their directions, and contributing to the development of literature reviews in ERP research field.

“MDCM, Inc. (B): Strategic IT Portfolio Management” examines the steps involved in developing a portfolio of IT projects aligned with a company's strategic objectives. Specifically, the case describes a situation where a firm has launched a transformation strategy but has yet to develop a complementary IT strategy. Students must select the optimal portfolio of projects aligned with the strategic objectives and define the global project execution strategy. The projects have both risks and dependencies. U.S.-based MDCM, Inc. specializes in medical device contract manufacturing and assembly. For the past five years, MDCM had grown by making more than twenty acquisitions of companies based outside the United States. This growth strategy enabled MDCM to better match its services to its customers, who had become larger and more global. In MDCM (A), the CIO of MDCM needed to determine the company's IT strategy and objectives. In doing so, he needed to ensure that they were properly aligned with the company's overall strategy and the new organization developed under an initiative called Horizon 2000. In a lecture prior to the cases, students should be introduced to the framework of IT portfolio management and how it can help focus IT efforts. In MDCM (B), the CIO has performed an audit of MDCM's IT and found twelve projects that are potential investment candidates for the next three years. The challenge for the IT Portfolio Management team is to identify the priority and appropriate sequence of investments to be made. The case assumes that students have knowledge of corporate IT. More specifically, the case is targeted for those who are or plan to become executives who would manage IT strategy and IT investment decisions either directly or in an oversight role. This case is the second in a series; the first is the case “MDCM, Inc. (A): IT Strategy Synchronization.”

For this case, students create a portfolio management process and apply it to the IT project portfolio of a global manufacturing company. Students will learn how to balance risk and return of projects and short-term vs. long-term wins. They also create an activity network diagram, stressing the importance of understanding global resource constraints and execution timing. Students also learn the nuances of portfolio selection, e.g., outsourcing decision making and build vs. buy for a global firm.