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Few consultants can actually provide “full‐service” e‐business solutions, so prepare to assemble your own team.

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 purpose of this paper is to explore the comprehensive, ongoing role of communication in an enterprise crowdfunding context, which has been largely overlooked.

A large public higher education institution in the Southeastern USA was chosen as the case study unit to illuminate an enterprise-wide crowdfunding program using a proprietary, in-house platform, compared to commercial sites like Kickstarter that do not let organizational leaders strategically plan and manage the platform and its communication functions. Such autonomy provides a richer landscape for studying organizational members’ communication and communication management related to an enterprise crowdfunding program.

The case study identified communication-related challenges to the fundraising program’s success such as limited project leader and funding recipients’ commitment to communicate with their social networks about the projects. Internal communication and conflicting expectations, largely ignored in current crowdfunding research, were seen as critical to program effectiveness.

This study adds scholarly and practical depth to knowledge of enterprise crowdfunding, a relatively new phenomenon in nonprofit and higher education fundraising. While not generalizable to all settings, findings can offer transferable guidance for organizations seeking to engage internal stakeholders related to new and innovative fundraising programs that require their active buy-in and participation.

The purpose of this paper is to identify strategic and tactical factors that are crucial for the successful implementation of enterprise resource planning (ERP) systems. Although there are many factors that influence the success, the paper focuses on strategic factors, namely, top management support, project management, business process reengineering, and tactical factors, namely, enterprise‐wide communication, user training and education, and ERP vendor support.

The study was conducted using a survey questionnaire. The questionnaires were distributed to ERP users in Iranian organizations and in total, 384 responses were collected and analyzed.

A significant relationship was found between top management support, project management, enterprise‐wide communication, user training and education, and ERP vendor support with ERP implementation success. However, the relationship between business process reengineering and ERP implementation success was not supported.

This paper is one of the few that examine the success of ERP implementation from the perspective of key stakeholders (operational/unit/functional managers). It has contributed to academic research by producing empirical evidence to support the theories of critical success factors and ERP implementation success. The outcomes of this research are useful to ERP vendors and consultants to prepare some strategies to overcome the misfit between their ERP products and ERP adopting organizations in developing countries. Moreover, ERP adopting organizations and managers could gain an understanding of the complexities inherent in ERP installations to avoid barriers and increase the likelihood of achieving desired results.

Planning is crucial to an organization whether it is required for the execution of manufacture, repair and overhaul, or another aspect of the engineering supply chain. It is particularly important to the aerospace and defence industry because the supply chain for materials, parts and processes may now stretch around the globe. Planning and controlling this invariably complex set of relationships places considerable demands on both human and IT resources. Additionally, other developments are pushing existing planning systems to their limits. Outsourcing is a case in point, where organizations are increasingly focusing on their core business and delegating the responsibility for specialized requirements to external suppliers with more appropriate or cost‐effective resources.

This article examines the demands of emerging technologies, particularly electronic and mobile enterprises, for executives who are externally and internally expansive. Expansive leaders are people who are avid continuous learners. They may have an external focus (learning and developing technology, organizations, and work teams) and/or an internal focus (developing themselves and their relationships with others). The paper offers diagnostic questions for assessing situations and individuals, and offers recommendations for management development interventions to enhance individual expansiveness and facilitate the value of expansive leadership.

The purpose of this paper is to explore the processes whereby organisational actors can seize the opportunities opened up through social media, and the way in which the relative information is managed. This allows these actors to move their occupational boundaries, exploiting the information for performance measurement purposes. The investigation was carried out within an organisational setting, where most occupational dynamics take place. The focus was on the role of artefacts within these occupational dynamics and the analysis drew upon the notion of boundary objects.

The research was based on case studies involving two organisations that make use of social media within and across several departments. The authors conducted semi-structured interviews with social media managers, department managers, analysts and financial controllers and senior executives. The results of the qualitative analysis of the interviews were completed with secondary sources of information, company reports, communications, public policies, codes of conduct and social media platform analyses.

This paper has implications for accounting studies, showing how marketing and communications managers entering the field of performance management can take the lead in social media management by collecting information from social media, constructing indicators and gaining ground in several decision-making centres. The findings highlight the role of new artefacts and organisational roles, whose purpose is to build a digital community. This process involves crossing the boundaries between internal functions and the inside and outside environment, with a driving phenomenon becoming visible: hybridisation. Faced with this change, reluctant accountants with a traditional mindset are more likely to observe the process at a distance, focusing more on their routine operations based on conventional data.

This paper shows that information derived from social media is already a reality that has gained significance through the construction of boundary objects. The paper highlights a driving phenomenon that is emerging in the surge to occupy the organisational terrain for controlling social media: that of hybridisation. The concept of hybridisation is not new in management accounting studies, but in this study can be applied to carrying out a joint analysis on both the boundary objects and their organisational trajectory. In the context of social media accounting, hybridisation is of central importance if both actors and objects are to be effectively positioned at its boundary.

This paper provides a longitudinal view of one organization’s experiences with IT implementation and Business Process Reengineering since 1990. The organization is EuroProducts; a manufacturer of air freshener and related products located in thecountry, in the West of England, EuroProducts has identified data integration and data standardization as critical to leverage increased performance from its materials requirements process flow. As a result, a new MRP system is being introduced to integrate data input from factory floor workers, management, staff, and IS professionals. The goal is to use the new MRP system as a rallying point to facilitate redesign of material requirements work flows. Aspects of innovation and systems theory are introduced to help the authors organize and identify root causes of the problems EuroProducts has had with its IT implementation and reengineering efforts.

The purpose of the research is to explore the role of creativity (in business process improvement paradigms) among Japanese organizations and US organizations. Although US and Japanese organizations may use differently terminology, the general idea of process improvement (to add value to products and/or services that exceed customer expectations) is embraced by both. What is not clear is the way in which organizations in the two countries implement change. Eight organizations participated in the study: four organizations from Japan and four from the US. Results of the study revealed that US organizations tend to desire faster change to improve performance. They want to adopt state‐of‐the‐art methodologies and invest heavily in technology to transform their organizations quickly. In contrast, Japanese organizations prefer incremental change as it conforms to their culture and way of life. However, US organizations are beginning to realize that process improvement is greatly enhanced by changing the culture of the work place. Moreover, Japanese organizations are realizing that individual creativity is very important for future competitiveness in the world marketplace.

The purpose of this paper is to make an effort in identifying and exploring the factors which may affect the success of ERP implementation in Indian retail sector. This paper also analyses the between the factors and their impact on the successful implementation of ERP using the structured equation modeling (SEM) approach. “Organizational,” “Technological,” “People” and “Project Management” are the examined factors.

A theoretical model is created that explains the factors which may affect the success of ERP implementation. Hypotheses were also developed to evaluate the interrelationship between affecting factors and success of ERP implementation. Empirical data is collected through survey questionnaire from practitioner like project sponsors, project managers, implementation consultants and team members who are involved in ERP implementation in retail sector to test the theoretical model.

Using SEM, it is found that 62.7 percent of the variations of ERP implementation success can be explained with the help of the model suggested in the research study. The finding also confirms that there is significant positive interrelationship between “Organizational,” “Technological,” “People,” “Project Management” and success of ERP implementation in Indian retail sector.

The research is subject to the normal limitations of survey research. The study is using perceptual data provided by project sponsors, project managers, implementation consultants and team members who are involved in ERP implementation in retail sector, which may not provide clear measures of performance. However, this can be overcome using multiple methods to collect data in future studies.

Findings from this paper can provide greater understanding in the area of ERP implementation. This study will provide valuable insights to researchers, practicing managers and those who are planning to implement ERP in retail sector.

The study integrates the affecting factor with success of ERP implementation, i.e. “Organizational,” “Technological,” “People” and “Project Management” are the key drivers for the effectiveness and success of ERP implementation in Indian retail sector. Very few studies have been performed to investigate and understand this issue. Therefore, the research can make a useful contribution.