A critical success factors model for enterprise resource planning implementation

Enterprise Resource Planning (ERP) systems are integrated enterprise-wide standard information systems that automate all aspects of an organisations’ business processes. The ERP philosophy is that business systems incorporating sales, marketing, manufacturing, distribution, personnel and finance modules can be supported by a single integrated system with all of the company’s data captured in a central database. The ERP packages of vendors such as SAP, Baan, J.D. Edwards and Intentia represent more than a common systems platform for a business. They prescribe information blueprints of how organisation’s business processes should operate. In this paper, the scale and strategic importance of ERP systems is identified and the problem of ERP implementation is defined. Five company examples are analysed using a Critical Success Factors (CSFs) theoretical framework. The paper offers a framework for managers which provides the basis for developing an ERP implementation strategy. The case analysis identifies different approaches to ERP implementation, highlights the critical role of legacy systems in influencing the implementation process, and identifies the importance of business process change and software configuration in addition to factors already cited in the literature such as top management support and communication. The implications of the results and future research opportunities are outlined.

A fast track SAP R/3 implementation at Guilbert Niceday

This paper examines the approach of Guilbert, a European stationery company, which has chosen a fast track strategy towards implementation of enterprise resource planning.

The impact of organisational culture on ERP systems implementation : lessons from Jordan

Jordan is adopting Enterprise Resource Planning (ERP) systems in both its public and private sectors. Jordan's emerging private sector has historically close ties to the public sector; though a global market orientation requires a shift in its organisational culture. ERPs however embed business processes which do not necessarily fit with traditional cultural practices, and implementation success is not assured. This study looks at the perceptions of both public and private sector ERP implementations in Jordan and assesses these on various measures of success. There were few differences between public and private sectors, but the benefits actually realised in Jordanian ERPs fell short of claims made for the technology in other cultures.

ERP systems implementation and organizational culture : the case of Jordan

Jordan is adopting Enterprise Resource Planning (ERP) systems in both its public and private sectors. Jordan's emerging private sector has historically close ties to the public sector; though a global market orientation requires a shift in its organizational culture. ERPs however embed business processes which do not necessarily fit with traditional cultural practices, and implementation success is not assured. This study looks at the perceptions of both public and private sector ERP implementations in Jordan and assesses these on various measures of success. There were few differences between public and private sectors, but the benefits actually realized in Jordanian ERPs fell short of claims made for the technology in other cultures.

A framework for successful enterprise systems implementation : preliminary findings from a case study

While critical success factors (CSFs) of enterprise system (ES) implementation are mature concepts and have received considerable attention for over a decade, researchers have very often focused on only a specific aspect of the implementation process or a specific CSF. Resultantly, there is (1) little research documented that encompasses all significant CSF considerations and (2) little empirical research into the important factors of successful ES implementation. This paper is part of a larger research effort that aims to contribute to understanding the phenomenon of ES CSFs, and reports on preliminary findings from a case study conducted at a Queensland University of Technology (QUT) in Australia. This paper reports on an empirically derived CSFs framework using a directed content analysis of 79 studies; from top IS outlets, employing the characteristics of the analytic theory, and from six different projects implemented at QUT.

Efficiency of knowledge integration in enterprise systems implementation

Recent literature has emphasized the pivotal role of knowledge integration in Enterprise Systems (ES) success. This research-in-progress paper, building upon Knowledge Based Theory of the firm (KBT), examines the efficiency of knowledge integration in the context of ES implementation and identifies the factors contributing to its enhancement. The proposed model in this paper suggests that the efficiency of knowledge integration in an ES implementation process depends upon the level of common knowledge and the level of coordination in the ES adopting organization. It further suggests that the level of common knowledge can be enhanced by proper training, improving ES users’intrinsic and extrinsic motivations and business process modeling and the level of coordination can be improved by articulating a clear unified organizational goal for the ES adoption in the organization, forming a competent ES team, enhancing interdepartmental communication and the cross-functionality in the organization structure.

Power, politics and legitimacy in information systems implementation : an ethnographic study

Systems implementation is inherently a political process. However, the majority of the literature in the area of systems implementation takes a simplistic look at factors attributed to success. These studies provide empirical evidence that “human factors” such as “top management support” contribute to a successful implementation. Rather than accept this, we challenge this view and explore two “human” issues – power and legitimacy inside systems implementation. By exploring the implementation of a learning management system at the University of New Zealand, issues such as power and legitimacy affect the way an implementation team collaborates. Systems implementation is a complex and messy process and we need to understand the implementation process, acknowledging that top management support is not always necessary to “successfully” implement a system.

Business intelligence systems implementation : testing a critical success factors framework in multiple cases

This paper presents and discusses the critical success factors (CSFs) influencing the implementation of business intelligence (BI) systems. Based on a preliminary critical success factors (CSFs) framework, multiple case studies approach was applied to investigate the CSFs influencing BI systems implementation in seven large engineering enterprises. The empirical findings demonstrate a clear trend towards multidimensional challenges involved in such resourceful and complex undertaking. The CSFs exist in various dimensions composed of organisation, process, and technology perspectives. More significantly, the study reveals that a more fundamental issue concerning the business needs of BI systems may, in the end, impede BI systems success. That is, BI stakeholders are urged to apply a business-orientation approach in tackling implementation challenges and ensuring buy-in from business stakeholders.

Understanding accountants' participation in accounting information systems implementation : Malaysian evidence

The study is a two-part study starting with a nationwide survey in the private sector. The hypotheses derived from the Western literature were not significantly supported when the results were analyzed. It seems that the existing literature related to the phenomenon under investigation is mainly Anglo-Saxon culture oriented which is different from the Malaysian culture where the study was conducted. However, access barriers to private sector organizations shifted the focus of the research to the second part of the study that examined the issues in detail in four public sector organizations currently implementing accounting information systems – two hospitals and two universities. In the second part of the main study, the researcher developed formal and substantive propositions from the qualitative interviews which were substantiated using a cross-case analysis; as a result, a model for accountants’ participation in AIS implementation is proposed. The research shows that the process of influencing accountants to participate in AIS implementation is more complex than the literature suggests. There were many issues that surfaced during the case studies, such as conflict and empowerment which set a foundation for further research about how participation can be secured to help make the implementation of AIS part of an organizational agenda success.

Towards an operations strategy for the infusion of product-centric services into manufacturing:service systems implementation

The work in this chapter is concerned with product-centric servitization. This is where a portfolio of services are formed and integrated to support product availability and use. Such servitization can be a valuable source of revenue for a manufacturer, yet little attention has been given to the configuration of the wider operations strategy that needs to be in place to deliver integrated products and services successfully. Therefore, the purpose of this chapter is to put forward a generic set of characteristics for such operations. Our intention is that these characteristics will be valuable to practitioners contemplating sophisticated forms of servitization, as they suggest the likely and significant changes that will be needed to the operations strategy of a conventional manufacturing organisation.

Internal organizational factors influencing sustainable implementation of information systems : experiences from a local government in Indonesia

Many information systems (IS) studies have found that information systems implementation sustainability is determined by internal organizational factors. In general these studies have been conducted in private organizations and these factors may not be applicable to IS implementations sustainability within public organizations. This study examines what internal organizational factors play a role in the sustainable implementation of e-government initiatives using a case study of local e-government in Indonesia. It also considers how these factors contribute to sustainable systems by strengthening stakeholders’ commitment through invoking feelings of involvement as responsibilities are assigned to them. The study concludes that the internal factors contribute to collective action that influences sustainable implementation of information systems. Limitations and future research are briefly discussed.