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The purpose of this paper is to propose a systematic and customisable framework, titled the 9D approach, aiming to evaluate the enterprise resource planning (ERP) systems as well as to identify potential socio-technical problems, misfits and deficiencies that can cause ERP failure during the system post-implementation phase.

The proposed 9D ERP evaluation framework includes nine dimensions and 85 evaluation criteria. This theoretical framework is then used in a six-step evaluation process based on a mixed-methods design. A case study involving a large-size private company in China was used as an exemplification to illustrate how the proposed 9D approach can be applied in practices.

The findings of the study clearly demonstrated that after the ERP “go-live” point, companies still experience many challenges and problems in the post-implementation phase. These problems can be located in very diverse organisational, systemic and personnel aspects of the company, as well as across different functional areas and organisational levels. The proposed 9D approach was demonstrated to be an efficient and systematic tool to investigate and explore such ERP problems in an in-depth level within the organisational context.

This study contributes to the theory of IS evaluation in general, and provides valuable insights into the ERP post-implementation evaluation in particular.

The proposed ERP evaluation approach forms a sound base for continuous ERP improvement and contributes to sustain seamless alignment between ERP and its organisational context. The customisable feature of the framework offers flexibility and enables its use by companies of all sizes, any sector, and any country.

To the best of the researchers’ knowledge, this is the most extensive and comprehensive framework for the post-evaluation of ERPs proposed hitherto. The need for this new framework was grounded on the argumentation of the drawbacks of existing ERP measurement and evaluation studies that simply focus on success rather than the more critical failure factors.

The purpose of evaluating enterprise resource planning (ERP) systems ought to be to improve the systems' life cycles. In this paper, narratives are proposed as a means of improving ERP systems as a complement to traditional evaluation methods. The potential of narratives is that they can convey meanings, interpretations, and knowledge of the system, which may lead to action. Even though narratives belong to an interpretive research tradition, this paper takes a pragmatic view of evaluation on the basis of three assumptions about evaluation: evaluations should form the basis for action; narratives can make evaluation more relevant; and evaluations should be made with the purpose of improving selection, implementation and use of the system. The conclusion reached is that narratives can advance evaluation practice by providing a richer evaluation picture which conveys meanings not included in traditional evaluations, and improve the use of ERP systems by changing users' mental maps.

This paper aims to identify criteria that can be used in assessing the successful implementation of ERP (enterprise resource planning) in large companies.

Based on a systematic review conducted in 74 selected articles from a survey performed in Scopus bases and Institute for Scientific Information (ISI) Web of Science, an initial set of 34 criteria was defined and used for evaluating the implementation of ERP systems. This set was submitted to a sample of 111 experts in ERP for evaluation via electronic forms provided through the EncuestaFácil site. The collected data were treated by applying the Content Validity Ratio (CVR) method. The criteria selection is based on the integration of two methodological approaches: systematic review and the application of CVR method for validation of ratings issued by experts.

As a result of the research, 25 criteria were identified and validated to evaluate the implementation of ERP systems, focusing on large Brazilian companies.

The research results can be very useful to managers using ERP systems and have significant utility for organizations that develop ERP systems.

According to studied literature, no previous study has used this integration in the identification of criteria for assessing the implementation of ERP systems in large Brazilian companies. On the other hand, the use of these two approaches assured confidence in the validity of the findings.

Case studies examining long‐term ERP system success/failure are scarce. However, there is a clear need for critical knowledge in this field. This paper aims to address this issue through providing evidence from a case study completed in an after‐sales division of a multinational corporation.

Data were collected from ERP users in two phases: during the so‐called shakedown phase and two years after system implementation. Data gathering was done by means of a questionnaire based on the DeLone and McLean model.

Overall, user evaluations were more negative in the shakedown phase. However, problems were still identified two years after system implementation. For example, the quality of user support was considered to have worsened during this time. Evaluations also differed depending on the user's respective business process and user type. For instance, data integration was generally identified as a positive issue, but at the same time others considered it a downside of the new system.

The research results are based on data from one organization, which naturally limits the generalizability of the findings.

Although the study relies on case‐based evidence, it underlines the value of using user evaluations in identifying problem areas during the ERP implementation process. Results elaborate on the effects that ERP system inflexibility and integration may have in a complex business environment.

The study is seminal in its field as evidence covers multiple points in time. The results are valuable for improving the quality of ERP evaluation in companies as well as for developing research in this curriculum.

Hong Kong has experienced an economic transformation from a manufacturing‐based to a service‐based economy which has impacted on the demand for manual labour. In 1992, the Employee Retraining Board was set up to provide employees’ retraining programmes (ERP) for unemployed manual workers. It aims to help unemployed manual workers to acquire and develop knowledge, skills and abilities so that they can re‐enter the labour market. This study focuses on evaluating the effectiveness of ERP from the perspectives of training providers designated by Employee Retraining Board to fulfil the above objective. The evaluation of the ERP is based on how the various ERP courses can meet the training objectives, assessment of training needs, design of the ERP, course evaluation, and follow‐up services conducted by the selected training bodies. The overall effectiveness of ERP is found to be low. The indicators participation rate and job placement rate used by the training bodies tend to provide misleading evaluation results to the ERP.

In this paper, two popular multiple-criteria decision-making (MCDM) methods with hesitant fuzzy logic approach; hesitant fuzzy analytic hierarchy process (hesitant F-AHP) and hesitant fuzzy the technique for order preference by similarity to ideal solution (HF-TOPSIS) are integrated as HF-AHP-TOPSIS to evaluating a set of enterprise resource planning (ERP) alternatives and rank them by weight to reach to the ultimate one that satisfies the needs and expectations of a company.

Selecting the best ERP software package among the rising number of the options in market has been a critical problem for most companies for a long time because of the reason that an improper ERP software package might lead to many issues (i.e. time loss, increased costs and a loss of market share). On the other hand, finding the best ERP alternative is a comprehensive MCDM problem in the presence of a set of alternatives and several potentially competing quantitative and qualitative criteria.

In this integrated approach, the hesitant F-AHP is used to determine the criteria weights, as the hesitant F-TOPSIS is utilized to rank ERP package alternatives. The proposed approach was also validated in a numerical example that has five ERP package alternatives and 12 criteria by three decision-makers in order to show its applicability to potential readers and practitioners.

If the number of the alternatives and criteria are dramatically increased beyond reasonable numbers, the reaching to final solution will be so difficult because of the great deal of fuzzy based calculations. Therefore, the number of criteria and alternatives should be at reasonable numbers.

The proposed approach was also validated in a illustrated example with the five ERP package options and 12 criteria by the three decision-makers in order to show its applicability to potential readers and practitioners.

Furthermore, in literature, to the best of our knowledge, the authors did not come cross any work that integrates the HF-AHP with the HF-TOPSIS for ERP software package selection problem.

The purpose of this paper is to propose a comprehensive framework for measuring the performance of an enterprise resource planning (ERP) system to survey suitable performance indicators (PIs) according to knowledge of the ERP implementation objectives set up at the implementation phase and build consistent measurement standards for facilitating the complex ERP performance evaluation process.

A seven‐step ERP performance measurement framework based on the objectives of ERP implementation is proposed. A fuzzy ERP performance index is used to account for the ambiguities involved in evaluating the performance of the ERP system. The fuzzy ERP performance index can be translated first into simple scores and then back to linguistic terms. An actual example in Taiwan demonstrates the feasibility of applying the proposed framework.

The findings indicate that the PIs of ERP performance measurement should align with the objectives of ERP implementation. The assessment results can represent the achievement of these objectives and the directions for improving the adopted ERP system.

This study may be interesting to some academic researchers and practical managers. The proposed framework can provide a procedure to link the objectives identified in the ERP system implementation phase and the performance considerations in the ERP use phase.

The purpose of this paper is to present a new approach for assessing the status of alignment between organizations and enterprise resource planning (ERP) systems—more friendly and quantitatively.

An issue-based ERP assessment model is invented based on thorough literature review and empirical data from three Japanese companies. A modified Cartesian coordinate system is adopted to link the alignment criteria and the system maintenance activities.

The findings prove the feasibility of the model and reveal the variation of ERP alignment in a visualized way. It is also indicated that the utilization of the issue-based ERP assessment model is a more convenient method to help the organizations to pinpoint the status of the ERP alignment.

This is the first approach to measuring the business–information technology alignment visually. One major implication of this research is to provide an easy assessment method which may encourage organizations to do evaluations regularly. The information accumulated by regular assessment can further pinpoint the perfect time to make decisions and provide essential evidence for decision makings, such as when to expand or retire the current system. From the academic perspective, this model provides a new approach to evaluating the assimilation of organizations and ERP systems.

Enterprise resource planning (ERP) systems are complex and comprehensive software designed to integrate business processes and functions. Despite the difficulties and risk, the adoption of ERP systems is expanding rapidly. Universities make large investments in information systems and expect positive impacts. However, universities are facing serious challenges in implementing new technology. Therefore, this research aims to evaluate the impact of ERP systems on higher education (HE) from the perspective of stakeholders’ performance.

This research paper conducted a case study of an ERP system in a Saudi university to explore the impact of ERP system on the performance of the system’s stakeholders among the university’s employees.

The system quality factors (flexibility, compatibility, availability of right data, availability of currency, ease of use and timeliness) were found to affect performance positively, as were service quality factors (tangibility, reliability, responsiveness and assurance). This research further found that factors from pre-implementation, implementation and post-implementation phases had a direct effect on stakeholders’ performance.

Future research would be useful during the maturity phase to include all stakeholders in several Saudi universities. In addition, more research can be beneficial to test the applicability of the impact of the ERP system on stakeholders’ performance in other public sector organisations and in the private sector.

The results suggest that organisations in general and HE institutions in particular should focus on the early stages and the implementation phase if they wish to achieve high standards of stakeholder performance.

This research makes a novel contribution by attempting to evaluate the impact of service quality on stakeholder performance in the ERP environment. The contribution uses service quality as a dimension consisting of four factors – reliability, assurance, tangibility and responsiveness. All four factors were found to be significant on ERP stakeholders’ performance.

The purpose of this paper is to consider the question of what is an appropriate enterprise resource planning (ERP) reference model for specifying areas of change in the context of IT-driven ERP implementation and through the model matching. There are other implicit goals to increasing the awareness of the reference models, as this highlights the principles embedded in ERP systems and explains the classification of reference models, which is useful in terms of the reuse of knowledge.

In this paper, a comparison between ERP reference models is conducted using a suitable decision-making technique and the final results are discussed. The comparison depends on nine criteria related to conceptual ERP reference models: scope, abstraction, granularity, views, purpose, simplicity, availability, ease of use for model matching, and target audience.

This study concludes that the business process reference model is best for specifying areas of change in the context of IT-driven ERP implementations. The final ranking of the alternatives based on all criteria places the system organizational model second, followed by the function and data/object reference models, in that order.

This paper is one of very few studies on the selection of appropriate ERP reference models according to the ERP implementation approach and model matching factors. This research also provides an in-depth analysis of various ERP reference model types.