Search results

To reveal the mechanisms determining the success of ERP implementations on the basis of research conducted among practitioners dealing with ERP projects.

A collection of potential ERP implementation success factors was identified. The respondents expressed their opinions concerning the importance of subsequent factors for implementation success and about the factors' appearance in their projects. The synthetic measure of implementation success was constructed and the factors' impact on the implementation project success was examined. Then, the most influential factors for the ERP implementation success were selected.

Recognises the factors that have the greatest influence on implementation success, regardless of the project type. Moreover, the leading roles of certain factors appear among specific project groups. The practitioners do not appreciate the significance of particular factors which have an important influence on project success. Nevertheless, some factors, such as project manager presence, are overestimated. Some differences in perceptions and attitudes between parties involved in an implementation project were revealed.

The need for further research on the success factors' verification depending on the project type, with possible introduction of additional criteria such as enterprise industry.

The research outcome is useful for professionals leading implementation projects and those making decisions for the first time on ERP system implementation. The results can be used by practitioners while managing the project and handling people's attitudes.

This paper proves the influence of particular factors on the ERP projects success in certain circumstances, thus giving insight into the genuine mechanisms determining ERP project outcome.

The purpose of this paper is to examine the critical success factors of ERP implementations in Belgian SMEs and to identify those success factors that are specific to a SME environment.

The authors survey the literature to discover and classify critical success factors that are potentially applicable to small and medium‐sized enterprises. Through a survey and a multiple case study within four Belgian companies, the authors investigate which of these critical success factors apply to SMEs.

The results show that most of the success factors found in the literature apply to SMEs. Nevertheless, distinct differences were found as well. Some factors, such as a clear scope definition and a standardised infrastructure, are not regarded as critical success factors for SMEs. Moreover, SMEs tend to rely relatively heavily on the input of consultants, who they use as a source of knowledge and experience. Moreover, SMEs need to be able to adjust their businesses quickly to be able to exploit their niche to the fullest extent.

The research is limited to Belgian enterprises.

For SMEs, it is particularly important to recognise the elements for a successful ERP implementation. This paper examines the critical success factors of ERP implementations in small and medium‐sized enterprises, while the existing literature on critical success factors of ERP implementations focuses on large enterprises.

The purpose of this paper is to examine the success of enterprise resource planning (ERP) implementation based on five identified items, i.e. top management commitment (TMC), user involvement (UI), business process reengineering (BPR), project management (PM) and ERP teamwork and composition (TWC) factors at Fortis hospital, Bangalore, India. It also tests a number of hypotheses and examines the hypothetical relationships among critical success items and success of ERP implementation.

Empirical data were collected via a survey questionnaire/interview technique. A structured interview was planned and conducted with key executives of Fortis hospital who were familiar with success of ERP implementation progress as well as examination of company documentation supported by literature.

A significant relationship was found between TMC, UI, BPR, PM and ERP TWC with success of ERP implementation at Fortis hospital.

The value of this paper is that it presents any hospital wishing to implement ERP with a set of critical success factors. Understanding the critical success factors would lead to a smoother implementation in hospital industry. Although as a single case study the ability to generalize the findings is narrow, support from literature and experiences add the knowledge to ERP implementation in healthcare sector in India.

The paper aims to present a conceptual model that better defines critical success factors to ERP implementation organized with the technology, organization and environment (TOE) framework. The paper also adds to current literature the critical success factor of trust with the vendor, system and consultant which has largely been ignored in the past.

The paper uses past literature and theoretical and conceptual framework development to illustrate a new conceptual model that incorporates critical success factors that have both been empirically tied to ERP implementation success in the past and new insights into how trust impacts ERP implementation success.

The paper finds a lack of research depicted in how trust impacts ERP implementation success and likewise a lack of a greater conceptual model organized to provide insight into ERP implementation success.

The paper proposes a holistic conceptual framework for ERP implementation success and discusses the impact that trust with the vendor, system and consultant has on ERP implementation success.

The purpose of this paper is to develop a quantitative model which helps enterprise resource planning (ERP) implementers in Egypt to predict their implementation success as a function of achieved critical success factors and the organizational culture.

A conceptual framework is formulated and operationalized based on existing literature and a series of interviews with key persons involved in ERP implementation in Egypt. A cross‐sectional survey involving 45 ERP implementers is conducted to collect data used to fit the developed model.

Half the surveyed ERP implementations are considered failures according to the research success metrics. While the critical success factors positively contribute to the success of an ERP implementation, the Egyptian organizational culture hinders its progress. The concept of integration provided by ERP systems is considered relatively new to the Egyptian organizations.

The surveyed sample size is considered relatively small, which partially restricts the generalization of results to the whole population of ERP Egyptian adopters. Future research will involve combining detailed case studies and a larger survey.

ERP adopters should periodically evaluate their implementation process using risk analysis tools for ensuring optimum benefits and avoiding any problems that may occur. Furthermore, the Egyptian organizational culture should be carefully considered while implementing an off‐shelf ERP system.

This paper research adds to the growing body of knowledge on ERP implementations, a study of ERP implementation in the Egyptian settings. For practitioners, it provides ERP adopters with a self‐evaluation tool that helps them to monitor and predict the likelihood of project success.

The purpose of this paper is to identify the success factors for implementation of enterprise resource planning (ERP) at Indian small to medium‐sized enterprises (SMEs) and to provide a comparative study with the trend in Indian large organizations and the global trend.

In this paper, the authors propose a hypothetical success factors model to address the research questions and validated the hypotheses using large‐scale survey‐based methodology. In this research the authors evaluated the success factors for implementation of ERP in Indian SMEs and then compared them with large Indian organizations and the global trends. In this paper, the authors have also tried to give some intuitive explanation to the possible reasons of difference between factors for SMEs compared to large organizations and global trends.

It was found that four of the five hypothesized technological factors are significantly related to the success of ERP implementation. They are: comprehensiveness of software development/process integration plan; significance of age of IT infrastructure; comprehensiveness of data migration plan; and extensiveness of system testing. Also, four of the nine hypotheses/sub‐hypotheses amongst the people factors are significantly related to the success of ERP implementation. They are: blend of cross‐functional employees in the team; extent of empowerment of decision‐making team; significance of morale of the implementation team; and exhaustiveness of user training. The authors have found that ten of the 11 hypothesized organizational factors are significantly related to the success of ERP implementation. They are: organisation's adaptability to changes; involvement of top management; degree of customization; efficiency of business process re‐engineering; exhaustiveness of contingency plans; clarity in definition of milestones; clarity in evaluation of milestones; alignment of ERP package with business processes; comprehensiveness of implementation strategy; involvement of consultant in implementation strategy; clarity of project status disclosure; and appraisal of clients about ERP strategy.

Though enough work has been done on implementing ERP systems in large organizations across the globe, the small and medium‐sized firms of India are largely left untouched. Through this paper, the authors aim to find out the various critical factors that any of these SMEs should keep in mind when planning the implementation of an ERP system.

The purpose of this paper is to propose an enterprise resource planning (ERP) implementation model based on the agency theory and the Delone and McLean information systems (IS) success model. This paper answers two major research questions: (i) how does client–consultant interaction affect the outcome of ERP implementation projects; and (ii) how can this interaction be managed effectively to ensure successful project outcomes?

An electronic banking institution in Africa was used to conduct a case study research and examine the validity of the proposed conceptual framework.

Based on the constructs of the conceptual framework, the study found that client–consultant relationships/interactions mediate the effect of human, organizational, and technological critical success factors (CSFs) on information quality, service quality, and information quality. Agency conflicts in client–consultant relationships can be managed using outcome incentive-based contracts and a conflict management committee.

This is a single case study research. Thus, despite its analytical validity and generalizability, there is a need for more studies on the statistical validity of the model in other contexts.

This paper provides practical information needed to manage conflicts between clients and consultants, as well as factors that must be considered in order to keep the interest of both parties aligned.

No research has been conducted on how to manage client–consultant interactions and related conflicts in ERP implementation projects. This study fills this gap using a well-established theoretical foundation to propose a conceptual framework that would guide and drive further discussions on the topic. This is also one of the few studies in the context of developing countries.

This study aims to examine organizational factors (i.e. top management support, training and education, enterprise‐wide communication) that may influence the enterprise resource planning system implementation success in Iran.

Empirical data were collected via a survey questionnaire. The questionnaires were distributed to selected managers of companies adopting ERP systems in Iran.

The results indicate that the companies' top management must provide full support and commitment to the project if the system is to be successful. In addition, management must also ensure the plans are communicated and understood by the entire company. Finally it is also illustrated that adequate training and education pertaining to the systems must be given to all users to ensure that they are able to use the system effectively and efficiently thus contributing to their satisfaction which will subsequently influence the implementation success.

The ERP implementation success dimensions were measured using subjective and perceptual measures. This was due to the difficulty in securing the related factual data from the participating organizations.

The findings may help companies planning to implement an ERP system to strategise their efforts and process to ensure successful implementation.

This study examines how organizational factors, namely top management support, training and education as well as enterprise wide communication among ERP users, affect ERP implementation success in Iran.

The adoption of enterprise resource planning (ERP) systems is a major challenge to organizations. Many implementation teams struggle to ensure the success of such projects. The information systems literature indicates that the team attributes of breadth of experience, empowerment, and cohesion are necessary conditions for project success. This paper aims to investigate how the nature of implementation teams may affect adoption success.

The research employs a positivist, qualitative field study approach to investigate the role of the implementation team attributes in ERP system adoption. Project success is assessed on three determinants, i.e. support of organizational activities, stakeholder satisfaction, and system acceptance.

The findings provide new insights as to the extent to which prior assumptions from the information systems literature apply in the ERP system implementation context. The results indicate that team empowerment and cohesion are not necessary precursors to project success as their impact depends on the adoption context.

The circumstances under which the impact of low team empowerment and low cohesion can be alleviated in ERP adoption projects are discussed.

The paper offers explanations as to why certain established assumptions regarding information systems teams and project success may not apply to an ERP adoption context.

Centralization, which indicates distribution of decision-making power in organizations, is well-discussed in innovation literature as one of the influencing factors of innovation implementation. Motivated by a gap in enterprise resource planning (ERP) research, the purpose of this paper is to investigate the influence of centralization on the success of ERP implementation.

Centralization is characterized twofold: policy-related centralization (PRC) and work-related centralization (WRC). ERP implementation success is captured in terms of user acceptance and the use of the ERP system. Using organizational innovation theory, six hypotheses relating centralization, ERP implementation success, and organization size are built and tested using data gathered from 51 Indian organizations that implemented ERP. The data are analyzed using partial least squares-structural equation modeling.

User acceptance is significantly inhibited by PRC. WRC has a negative influence on use. The negative influence of PRC on acceptance is more pronounced in the case of larger organizations. On the whole, a decentralized set-up is favorable to ERP implementation success.

The study highlights the impact of a centralized management structure on success of ERP implementation and in doing so, it demarcates the varied influence of two types of centralization. It contributes to the scarce research on ERP implementation using the strong theoretical basis of organizational innovation. The findings highlight the implications of centralization to the implementation outcomes, for organizations embarking upon ERP.