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1 – 10 of over 50000Kalinga Jagoda and Premaratne Samaranayake
The purpose of this paper is to propose an alternative integrated approach based on the stage-gate method to implement enterprise resource planning (ERP) systems which will…
Abstract
Purpose
The purpose of this paper is to propose an alternative integrated approach based on the stage-gate method to implement enterprise resource planning (ERP) systems which will enhance the effectiveness of ERP projects.
Design/methodology/approach
A literature review was conducted on ERP system implementation and its effectiveness. The need for improving implementation approaches and methodologies was examined. Based on the insights gained, a conceptual framework for ERP system implementation is presented by combining the state-gate approach with the pre-implementation roadmap.
Findings
The proposed framework aims to enhance the overall ERP implementation outcomes, ensuring critical success factors and eliminating common causes of failures. A pre-implementation roadmap is identified as a key element for eliminating many causes of failure including lack of organisations’ readiness for ERP. The post-implementation stage can be used for further improvements to the system through internal research and development.
Research limitations/implications
The development of the framework is an attempt to contribute to improving ERP implementation. This research is expected to motivate researchers to work in this area, and it will be beneficial to practicing managers in the identification of opportunities for improvements in ERP systems. Case studies will be valuable to refine and validate the proposed model.
Originality/value
This paper explores research in a needy area and offers a framework to help researchers and practitioners in improving ERP implementation. This framework is expected to reduce the implementation project duration, strengthen critical success factors and minimise common problems of ERP implementation projects.
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Michael Robey, Donald Coney and Rainer A. Sommer
Traditional contract vehicles do not align well with enterprise resource planning (ERP) implementation methodologies. The purpose of this paper is to identify different contract…
Abstract
Purpose
Traditional contract vehicles do not align well with enterprise resource planning (ERP) implementation methodologies. The purpose of this paper is to identify different contract vehicles and how they map to ERP implementation methodologies. Traditional contract vehicles are more process‐oriented than outcome‐focused. Successful standard software implementations are dependent on the outcome. The misalignment of process‐oriented contract vehicles and results‐oriented implementation methodologies leads to many implementation problems with respect to scope creep and ill‐defined interfaces.
Design/methodology/approach
The study is based on research from public and private sector contracting documents, interviews and a review of case studies to show that there is a misalignment between contract vehicles, implementation methods and the eventual project plan.
Findings
The research concluded that phased or life‐cycle contracting is the best approach when implementing standard (off the shelf) software in an ERP solution. This approach mimics the recognized life‐cycle approach to product/project management where a large project is broken up into several smaller stages.
Research limitations/implications
The data analyzed are from primary and secondary sources such as direct interviews, case study and contract reviews. The primary focus is based on US Federal Agency acquisition and planning policies.
Originality/value
Identifies different contract vehicles and how they map to ERP implementation methodologies.
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Peyman Akhavan and Amir Pezeshkan
The goal of this paper is to present the main critical failure factors extracted from analyzing ten case studies of failure in knowledge management (KM) systems and projects and…
Abstract
Purpose
The goal of this paper is to present the main critical failure factors extracted from analyzing ten case studies of failure in knowledge management (KM) systems and projects and present a framework in which the failure factors are linked to the different stages in the cycle of KM implementation.
Design/methodology/approach
“Grounded theory” as a qualitative research technique has been applied to explore the main failure factors. Data was collected reviewing scholarly articles containing KM case studies (failure in KM implementation) and after an in-depth study – applying grounded theory method – the results of main critical failure factors categorized and analyzed in specific stages of implementing KM systems.
Findings
Through review and analysis of ten case studies, two main results were obtained. First, the main critical failure factors of KM projects were identified. Second, identified critical failure factors were traced along the KM implementation cycle. A framework is proposed that shows the critical failure factors' effect in each specific stage of the KM cycle.
Research limitations/implications
The results of this research are generalized based on cases from prior literature. However, the authors have tried to be as inclusive as possible to ensure a representative sample of reported KM failures. In addition, organizations do not provide accurate reports of failure in their projects because of their policies, the image of their organization, and privacy, which could affect the identification of all failure factors.
Practical implications
The findings are incorporated into a framework of failure factors in KM projects and the proposed framework can help practitioners in organizations to avoid factors that lead to the demise of KM systems in each stage of the KM project development cycle. This multi-case study research and its suggested framework are also useful for academics to gain a comprehensive view of KM critical failure factors for future studies.
Originality/value
To the authors' knowledge this study is the first of its kind to provide an integrated perspective of critical failure factors for the implementation of KM through the inspection of ten case studies and maps the failure factors on KM implementation cycle. It provides valuable information and guidelines that will hopefully pave the way for managers to avoid failure in implementation of a KM.
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Coby Meyers, Tiffany Aaron, Dallas Hambrick Hitt and Bryan VanGronigen
School improvement planning has been a central part of school improvement initiatives for decades. Evidence suggests, however, that traditional planning processes are regularly…
Abstract
Purpose
School improvement planning has been a central part of school improvement initiatives for decades. Evidence suggests, however, that traditional planning processes are regularly superficial. In the USA, some principals have begun developing short-cycle planning designed to encourage school leadership teams and staff to develop, monitor and adjust plans throughout the academic year.
Design/methodology/approach
In this study of eight schools in one urban district, the authors analyzed multiple rounds of short-cycle improvement plans and principal interview data to assess the progress schools made implementing plans over the course of a semester, the ways in which plans were monitored and adjusted and the extent to which principals embraced short-cycle planning.
Findings
The authors found that many tasks from first semester plans were completed, which informed the development of plans for the second semester. Observational data were primarily used to monitor plan completion, although principals engaged in monitoring but relied on their leadership team to do so. Principals reported regular engagement with plans throughout semester, but plans were seldom adjusted within a semester.
Originality/value
The findings suggest that short-cycle planning is potentially a viable alternative to traditional annual planning as principals communicated being more engaged and adaptive. Still, the evidence also indicated that old habits might be hard to break as school leaders did not monitor and adjust plans frequently enough to guide improvement efforts in relative “real time.”
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Mohammad Hossein Zarei, Ruth Carrasco-Gallego and Stefano Ronchi
While humanitarian supply chains (HSCs) inherently contribute to social sustainability by alleviating the suffering of afflicted communities, their unintended adverse…
Abstract
Purpose
While humanitarian supply chains (HSCs) inherently contribute to social sustainability by alleviating the suffering of afflicted communities, their unintended adverse environmental impact has been overlooked hitherto. This paper draws upon contingency theory to synthesize green practices for HSCs, identify the contingency factors that impact on greening HSCs and explore how focal humanitarian organizations (HOs) can cope with such contingency factors.
Design/methodology/approach
Deploying an action research methodology, two-and-a-half cycles of collaboration between researchers and a United Nations agency were completed. The first half-cycle developed a deductive greening framework, synthesizing extant green practices from the literature. In the second and third cycles, green practices were adopted/customized/developed reflecting organizational and contextual contingency factors. Action steps were implemented in the HSC for prophylactics, involving an operational mix of disaster relief and development programs.
Findings
First, the study presents a greening framework that synthesizes extant green practices in a suitable form for HOs. Second, it identifies the contingency factors associated with greening HSCs regarding funding environment, stakeholders, field of activity and organizational management. Third, it outlines the mechanisms for coping with the contingency factors identified, inter alia, improving the visibility of headquarters over field operations, promoting collaboration and resource sharing with other HOs as well as among different implementing partners in each country, and working with suppliers for greener packaging. The study advances a set of actionable propositions for greening HSCs.
Practical implications
Using an action research methodology, the study makes strong practical contributions. Humanitarian practitioners can adopt the greening framework and the lessons learnt from the implementation cycles presented in this study.
Originality/value
This is one of the first empirical studies to integrate environmental sustainability and HSCs using an action research methodology.
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Ruwini Edirisinghe, Kerry Anne London, Pushpitha Kalutara and Guillermo Aranda-Mena
Building information modelling (BIM) is increasingly being adopted during construction projects. Design and construction practices are adjusting to the new system. BIM is intended…
Abstract
Purpose
Building information modelling (BIM) is increasingly being adopted during construction projects. Design and construction practices are adjusting to the new system. BIM is intended to support the entire project life-cycle: the design and construction phases, and also facility management (FM). However, BIM-enabled FM remains in its infancy and has not yet reached its full potential. The purpose of this paper is to identify major aspects of BIM in order to derive a fully BIM-enabled FM process.
Design/methodology/approach
In total, 207 papers were classified into main and subordinate research areas for quantitative analysis. These findings were then used to conceptualise a BIM-enabled FM framework grounded by innovation diffusion theory for adoption, and for determining the path of future research.
Findings
Through an extensive literature review, the paper summarises many benefits and challenges. Major aspects of BIM are identified in order to describe a BIM-enabled FM implementation process grounded by innovation diffusion theory. The major research areas of the proposed framework include: planning and guidelines; value realisation; internal leadership and knowledge; procurement; FM; specific application areas; data capture techniques; data integration; knowledge management; and legal and policy impact. Each element is detailed and is supported by literature. Finally, gaps are highlighted for investigation in future research.
Originality/value
This paper systematically classifies and evaluates the existing research, thus contributing to the achievement of the ultimate vision of BIM-enabled FM. The proposed framework informs facility managers, and the BIM-enabled FM implementation process. Further, the holistic survey identifies gaps in the body of knowledge, revealing avenues for future research.
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Graziela Darla Araujo Galvão, Paulo Sergio Scoleze Ferrer, Steve Evans and Marly Monteiro de Carvalho
This research aims to investigate the influence of the implementation of technical cycles on both captured value and shared value in the circular economy context. Moreover, it…
Abstract
Purpose
This research aims to investigate the influence of the implementation of technical cycles on both captured value and shared value in the circular economy context. Moreover, it analyses the moderating effect of competitive criteria on the relationship between technical cycles and captured value. Finally, it examines the relationship between the captured value and the shared value.
Design/methodology/approach
This research follows survey-based research with data gathered from 50 countries and 16 sectors, whose final sample represented 233 organisations. In order to validate the structural and measurement model, the authors applied the partial least squares structural equation modelling technique in the strict rigour of the confirmatory algorithm.
Findings
The validated research model demonstrates the value flow through technical cycles. Moreover, it shows the crucial role of the competitive criteria in the value stream through direct, moderate and indirect effects by influencing the relationship between technical cycles and captured and shared values. Finally, the study fills the gap for quantitative studies in the circular economy field.
Practical implications
From a practical perspective, this study contributes to structuring circular business models more robustly, by understanding the influence of competitive criteria (cost, quality, flexibility and delivery) on the conversion of operation strategy in the implementation of the technical cycles in the circular economy context. It contributes to decision-makers, in deciding on which competitive criteria to invest more, which brings more consistent results for technical cycle implementation. It also confirms the importance of partnerships, demonstrating how value cascades from the company through the value network.
Originality/value
As far as is known to date, this is the first study investigating the influence of competitive criteria in the circular economy context. Furthermore, it sheds light on the direct and indirect effects of the technical cycles on value captured by organisations and flow shared value with other players.
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This paper aims at increasing the understanding of the processes and dynamics of CI implementation. The paper presents findings from a longitudinal case study of how the…
Abstract
This paper aims at increasing the understanding of the processes and dynamics of CI implementation. The paper presents findings from a longitudinal case study of how the organization is renewed by the embedding of quality‐related managerial ideology. It approaches CI from the perspective of organizational renewal, and looks at implementation as a managerial ideological change process. The paper draws on multi disciplinary concepts. The concept of ideology from political science is applied. Ideology is viewed as a force of organizational renewal, in other words, as a means that exerts influence on managerial thinking and practices. The ideological perspective provides new conceptual ideas and practical insights into CI implementation. The case study shows that CI implementation is cyclical and reveals company‐specific cycles. These cycles imply a challenge to management: the progress in developing CI capabilities is embedded in a rooted managerial ideology through which inimitable competitive advantages can be realized.
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V.K. Narayanan, Frank L. Douglas, Brock Guernsey and John Charnes
Every merger and acquisition deal presents a different goal and a different mix of critical issues to manage. Making, consummating, and integrating a deal puts pressure on chief…
Abstract
Every merger and acquisition deal presents a different goal and a different mix of critical issues to manage. Making, consummating, and integrating a deal puts pressure on chief executives to play multiple leadership roles and switch quickly from one role to another throughout the merger process. The roles employed vary dramatically with the type of deal and how ambitious the strategy. As the rationales for transactions have changed, new challenges have evolved, especially for those leading the deals: leaders must establish and communicate the strategic vision for the merger ‐‐ they need to explain the top four or five sources of value in the deal and what the core values and culture of the new organization should be; leaders must cheer on the stakeholders to generate enthusiasm for the merger or acquisition, and to confront fear and uncertainty in its various forms; leaders must close the deal; leaders captain change by managing the integration of the two entities; and leaders crusade for the new entity. These five roles are essential to all transactions, but leaders need to employ each at different times. The strategic rationale behind the deal, and the inherent risks and opportunities that it presents, determines which roles a leader needs to play and when.
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David Bamford, Paul Forrester, Benjamin Dehe and Rebecca Georgina Leese
The purpose of this paper is to explore the implementation of lean within two contrasting UK-based organizations; a food manufacturer and a healthcare organization. The different…
Abstract
Purpose
The purpose of this paper is to explore the implementation of lean within two contrasting UK-based organizations; a food manufacturer and a healthcare organization. The different contexts provide insight to the strategic desire for efficiency gains and tactical issues and challenges of lean execution and implementation.
Design/methodology/approach
The research questions developed from the review of the literature were tested using evidence from field-based, action research within a food manufacturer and a National Health Service organization. The reported contrasting case studies contribute to the longer term debate on the adoption and adaptation of lean-based “best practice” within organizations.
Findings
There are three primary findings: first, that the adoption of lean provides a strategic benefit, as well as providing a basis for a strategy of operational change; second, that partial, as opposed to full, adoption of lean occurs due to external organizational constraints, such as demand patterns, supplier unreliability, little expertise in deploying change programmes, etc.; and third, that a company will balance the adoption of the lean ideology against the financial costs and operational risks incurred in full adoption.
Practical implications
The conclusions drawn add substantially to the ongoing commentaries on aspects of lean, and develop interesting questions for future research regards the developed “Cycles of Lean Implementation” concept.
Originality/value
The conclusion proposes that partial implementation of the lean philosophy does not necessarily represent a conscious organizational choice, or any lack of conviction, but is representative of external constraints on the organization. This complements previous commentaries on appropriate strategies and develops interesting questions for future research into operational efficiency.
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