Trends and Future Research in Enterprise Systems

2015 ◽  
pp. 271-280 ◽  
Author(s):  
Norbert Gronau
Keyword(s):  
Enterprise Systems ◽  
Future Research

Firm Performance Effects in Relation to the Implementation and Use of Enterprise Resource Planning Systems

2004 ◽  
Vol 18 (2) ◽  
pp. 79-105 ◽  
Author(s):  
Andreas I. Nicolaou
Keyword(s):  
Financial Performance ◽  
Enterprise Resource Planning ◽  
Enterprise Systems ◽  
Resource Planning ◽  
Planning System ◽  
Future Research ◽  
Control Group ◽  
Planning Systems ◽  
Research Issues ◽  
Performance Effects

Research indicates that successful adoption of information technology to support business strategy can help organizations gain superior financial performance. The recent wave of enterprise-wide resource planning systems adoptions is a significant commitment of resources and may affect almost all business processes. This study examines the effect of adoption of enterprise systems on a firm's long-term financial performance. A large-scale data identification and collection method compared the financial data of 247 firms adopting enterprise wide systems with a matched control group of firms cross-sectionally and longitudinally before and after adoption. A number of implementation characteristics were also measured and their effects assessed. The results show that firms adopting enterprise systems exhibit higher differential performance only after two years of continued use. Furthermore, controlling for implementation characteristics as vendor choice, implementation goal, modules implemented, and implementation time period, helped explain the financial performance effects of enterprise resource planning system use. These results provide important insights that complement extant research findings and also raise future research issues.

scholarly journals Gamification of Enterprise Systems

Systems ◽  
2019 ◽  
Vol 7 (1) ◽  
pp. 13 ◽  
Author(s):  
Fiona Fui-Hoon Nah ◽  
Brenda Eschenbrenner ◽  
Craig C. Claybaugh ◽  
Perry B. Koob
Keyword(s):  
Goal Orientation ◽  
Enterprise Systems ◽  
Future Research ◽  
Enterprise System ◽  
Competitive Advantages ◽  
Basic Principles ◽  
Design Elements ◽  
Social Connectivity ◽  
User Training

Enterprise systems have become an integral part of an organization’s operations. However, they also pose many challenges to organizations from the perspective of implementation, user training, as well as use and acceptance. Without effective usage, enterprise systems may not be able to provide the strategic or competitive advantages that organizations desire. Therefore, organizations may consider gamification to enhance training, acceptance, and usage. We discuss the various ways in which enterprise system challenges can be addressed through the lens of gamification and present a framework for gamification of enterprise systems. The framework is comprised of basic principles and key design elements of gamification, as well as their application to enterprise systems. The specific principles of gamification include Challenge, Interactivity, Goal Orientation, Social Connectivity, Competition, Achievement, Reinforcement, and Fun Orientation. Design elements, such as points, levels, badges, leaderboards, progress bars, quests, and avatars, represent the application of these gamification principles, which can foster engagement with enterprise systems. The framework was validated by a group of experts. We also provide practical and theoretical implications, as well as suggestions for future research.

Business Intelligence Impacts on Design of Enterprise Systems

2018 ◽  
pp. 2932-2942 ◽  
Author(s):  
Saeed Rouhani ◽  
Dusanka Milorad Lecic
Keyword(s):  
Decision Support ◽  
Business Intelligence ◽  
Enterprise Systems ◽  
Future Research ◽  
Functional Requirements ◽  
Intelligent Software ◽  
Individual System ◽  
Quality Aspects ◽  
Important Quality

The approach to decision support as an individual system has been replaced by a new viewpoint of intelligent software and systems. Based on this new approach, enterprise systems are designed to have Business Intelligence (BI) as an umbrella concept which covers various enabler tools and capabilities in the form of non-functional requirements. The current state-of-the-art in decision support takes the intelligence requirements of enterprise systems as important quality aspects into consideration, along with their functional and non-functional needs, but the literature lacks studies on the evaluation of these intelligence requirements. In this book chapter, business intelligence and enterprise systems literature are reviewed. Also based on the latest researches, the position of BI on these systems is discussed. In the following, through the study of BI capabilities and proposing them as non-functional, the BI Impacts on the design of enterprise systems and software would be described along the direction for future research and insights for information systems development.

scholarly journals Management control in enterprise system enabled organizations: A literature review

2007 ◽  
Vol 4 (2) ◽  
pp. 233-242
Author(s):  
Pall Rikhardsson ◽  
Carsten Rohde ◽  
Anders Rom
Keyword(s):  
Literature Review ◽  
Enterprise Systems ◽  
Management Control ◽  
Future Research ◽  
Enterprise System ◽  
Body Of Knowledge ◽  
The Relationship ◽  
Critical Perspectives

The objective of this paper is to add to the limited body of knowledge on the relationship between enterprise systems (ES) and management control. Based on a literature review, we describe and classify studies that empirically address this relationship. Apart from not being extensive, the research done so far primarily addresses the relationship between management control and ES based on a limited number of methodologies and approaches. We argue that there seems to be a need for more research done from functionalistic and critical perspectives, as well which employs a greater variety of methodologies. Subsequently, we propose some avenues for future research

Enterprise Systems Strategic Alignment and Business Value

2011 ◽  
pp. 42-58
Author(s):  
Euripidis Loukis ◽  
Ioakim Sapounas ◽  
Konstantinos Aivalis
Keyword(s):  
Business Strategy ◽  
Business Performance ◽  
Strategic Alignment ◽  
Enterprise Systems ◽  
Business Value ◽  
Future Research ◽  
Research And Practice ◽  
The Third ◽  
Research Stream ◽  
The Impact

This chapter is dealing with the alignment of enterprise systems with business strategy and its impact on the business value that enterprise systems generate. Initially the research on the strategic potential of ICT, which constitutes the basic theoretical foundation of the need for strategic alignment of enterprise systems, is analyzed. Then the previous research that has been conducted concerning enterprise systems strategic alignment is critically reviewed. It is grouped into three basic streams. The first of them is dealing with the conceptualization and basic understanding of enterprise systems strategic alignment. The second research stream aims at the development of models and frameworks for directing and assessing enterprise systems strategic alignment. The third research stream examines the impact of enterprise systems strategic alignment on business performance. Finally, an empirical investigation that has been conducted by the authors concerning the impact of enterprise systems strategic alignment on business performance as a guidance for future research on this topic is described. We expect that this chapter will sufficiently inform on strategic alignment, both researchers and practitioners in the area of enterprise systems, so that they can incorporate this highly important concept in their research and practice respectively.

Enterprise Systems Strategic Alignment and Business Value

2009 ◽  
pp. 152-168
Author(s):  
Euripidis Loukis ◽  
Ioakim Sapounas ◽  
Konstantinos Aivalis
Keyword(s):  
Business Strategy ◽  
Business Performance ◽  
Strategic Alignment ◽  
Enterprise Systems ◽  
Business Value ◽  
Future Research ◽  
Research And Practice ◽  
The Third ◽  
Research Stream ◽  
The Impact

This chapter is dealing with the alignment of enterprise systems with business strategy and its impact on the business value that enterprise systems generate. Initially the research on the strategic potential of ICT, which constitutes the basic theoretical foundation of the need for strategic alignment of enterprise systems, is analyzed. Then the previous research that has been conducted concerning enterprise systems strategic alignment is critically reviewed. It is grouped into three basic streams. The first of them is dealing with the conceptualization and basic understanding of enterprise systems strategic alignment. The second research stream aims at the development of models and frameworks for directing and assessing enterprise systems strategic alignment. The third research stream examines the impact of enterprise systems strategic alignment on business performance. Finally, an empirical investigation that has been conducted by the authors concerning the impact of enterprise systems strategic alignment on business performance as a guidance for future research on this topic is described. We expect that this chapter will sufficiently inform on strategic alignment, both researchers and practitioners in the area of enterprise systems, so that they can incorporate this highly important concept in their research and practice respectively.

scholarly journals Technological, Organisational, and Environmental drivers for enterprise systems upgrade

2016 ◽  
Vol 116 (8) ◽  
pp. 1636-1655 ◽  
Author(s):  
Gerald Feldman ◽  
Hanifa Shah ◽  
Craig Chapman ◽  
Ardavan Amini
Keyword(s):  
Design Methodology ◽  
Survey Design ◽  
Enterprise Systems ◽  
Environmental Drivers ◽  
Future Research ◽  
Structured Interviews ◽  
Web Based ◽  
Content Type ◽  
Qualitative Survey

Purpose Enterprise systems (ES) upgrade is a complex phenomenon, yet it is possible to reduce the complexity through understanding of the upgrade drivers. The purpose of this paper is to investigate the various upgrade drivers, in order to provide a detailed understanding of the factors driving upgrade decisions. Design/methodology/approach This research is grounded in a qualitative survey design. It utilises a web-based survey questionnaire and semi-structured interviews to collect data from 41 respondents representing 23 large organisations. The data were qualitatively analysed and coded to identify the various drivers and their influence on ES upgrade decisions. Findings The findings suggest that the upgrade decisions are dependent on establishing the need to upgrade, which is influenced by various drivers and stakeholders interests. In addition, the findings suggest that organisations would only opt to upgrade when benefits are aligned with the upgrade and when the decision makes business sense. Research limitations/implications In this paper, the authors propose that there is a relationship between the upgrade drivers and the upgrade strategy. However, qualitative studies can only formulate logical generalisations. Hence, future research could explore these associations through a quantitative study in order to provide probabilistic generalisation that offers either similar or conflicting arguments applicable to ES upgrade phenomenon. Originality/value This paper provides an alternative classification of upgrade drivers, and conceptualises an association between upgrade drivers and the upgrade strategy, which in turn facilitates minimising disruptions and upgrade risks.

Business Intelligence Impacts on Design of Enterprise Systems

2019 ◽  
pp. 778-789
Author(s):  
Saeed Rouhani ◽  
Dusanka Milorad Lecic
Keyword(s):  
Decision Support ◽  
Business Intelligence ◽  
Enterprise Systems ◽  
Future Research ◽  
Functional Requirements ◽  
Intelligent Software ◽  
Current State ◽  
Individual System ◽  
Quality Aspects ◽  
Important Quality

The approach to decision support as an individual system has been replaced by a new viewpoint of intelligent software and systems. Based on this new approach, enterprise systems are designed to have business intelligence (BI) as an umbrella concept that covers various enabler tools and capabilities in the form of non-functional requirements. The current state of the art in decision support takes the intelligence requirements of enterprise systems as important quality aspects into consideration, along with their functional and non-functional needs, but the literature lacks studies on the evaluation of these intelligence requirements. In this chapter, business intelligence and enterprise systems literature are reviewed. Also based on the latest researches, the position of BI on these systems is discussed. In the following, through the study of BI capabilities and proposing them as non-functional, the BI impacts on the design of enterprise systems and software are described along the directions for future research and insights for information systems development.

The mediating role of knowledge integration in effect of leadership styles on enterprise systems success

2015 ◽  
Vol 28 (4) ◽  
pp. 531-555 ◽  
Author(s):  
Razatulshima Ghazali ◽  
Mohammad Nazir Ahmad ◽  
Nor Hidayati Zakaria
Keyword(s):  
Leadership Styles ◽  
Structural Equation ◽  
Knowledge Integration ◽  
Management Practice ◽  
Enterprise Systems ◽  
Future Research ◽  
Content Type ◽  
Implementation Phase ◽  
Implementation Stage

Purpose – The purpose of this paper is to show empirically how knowledge management, particularly knowledge integration (KI), acts as a mediator between different leadership styles and Enterprise Systems (ES) success. It proposes a model of KI as a mediator between two leadership styles (the transformational and transactional leadership styles). The study also aims to expose the most relevant leadership styles to be practiced by leaders when managing the ES post-implementation stage. Design/methodology/approach – Valid data were collected from 263 survey respondents in Malaysian companies. The authors employed structural equation modelling and used the path modelling approach to investigate the underlying relationships between the variables. The authors then tested the mediating effects of KI by using the bootstrapping procedures proposed by Preacher and Hayes, which suits the path analysis method. Findings – The results provide empirical evidence on the relationships between the variables and on the role of KI mechanisms as a mediator between leadership styles and ES success, especially in the ES post-implementation phase. Both leadership styles have to be practiced by leaders while managing an ES. Research limitations/implications – Future research can investigate the role of KI mechanisms as moderators between both leadership styles. The study can also be expanded by looking in-depth at other leadership styles. Practical implications – This paper is useful for management researchers and as a guide to management practice for business managers. Originality/value – This paper proposes a model that examines the vitality of KI effect in ES post-implementation stage by different leadership styles. The results expose the importance of leaders’ adoption of KI mechanisms and call for manager attention to the importance of using the right leadership styles when managing ES.

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