Analysis of enterprise resource planning (ERP) system workarounds with a resilience perspective

2020 ◽  
Vol 2 (2) ◽  
pp. 131-148
Author(s):  
Dilek Yılmaz Börekçi ◽  
Sinem Büyüksaatçı Kiriş ◽  
Sinem Batmaca
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Organizational Dynamics ◽  
Levels Of Analysis ◽  
Content Type ◽  
System Failures ◽  
Erp System ◽  
Short Run ◽  
Systemic Problems ◽  
Different Levels

PurposeWorkarounds are defined as user-formulated solutions that overcome the obstacles preventing the system's execution from the users' lenses. In this paper, the authors aim to analyze the workarounds in system implementations and post-implementations with reflections on different levels of resilience in the workplace.Design/methodology/approachIn this paper, the authors conduct a critical review of enterprise resource planning (ERP) system workarounds by evaluating whether the workarounds are treated as resilience enhancers or as hinderers at multiple levels. While doing this evaluation, the authors try to understand the nature of the workarounds (self-serving, social-serving) with respective levels of analysis for resilience (ERP resilience, organizational resilience, team resilience, employee resilience) and to integrate the assessment of similar concepts to resilience such as adaptability, flexibility and agility (in survival and sustainability dimensions).FindingsWorkaround solutions can be treated as resilience enhancers when the alternative solutions overcome some systemic problems and prevent system failures in the short run, but in the long term, they should motivate positive change and organizational dynamics. Otherwise, weaknesses of informal workarounds may become embedded in practice, and prevent confronting and correcting the shortcomings of the system and thus harm resilience.Originality/valueThe differentiation of workarounds as self-serving or social-serving and the resilience perspective toward workarounds with different levels of analysis and integrating resilience relevant concepts such as adaptability, agility and flexibility are new as far as the authors know.

The influence of ERP systems on organizational aspects of accounting: case studies in Portuguese companies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
José Luís Martins ◽  
Carlos Santos
Keyword(s):  
Organizational Structure ◽  
Enterprise Resource Planning ◽  
Qualitative Methodology ◽  
Resource Planning ◽  
Successful Implementation ◽  
Erp Systems ◽  
Structured Interviews ◽  
Content Type ◽  
Erp System ◽  
Different Levels

Purpose This paper aims to investigate the changes caused by the use of the enterprise resource planning (ERP) systems in the accounting of organizations at different levels: organizational structure; processes; and employees. Design/methodology/approach The authors use a qualitative methodology with interpretative analysis through the study of five cases in Portuguese companies that implemented the Sage ERP X3. The data collection was carried out mainly through semi-structured interviews. Findings The results indicate that the successful implementation of the ERP system is associated with changes in the organizational structure, reengineering of processes and changes in the functions of employees. These changes interact and cause modifications among themselves, which makes it difficult to identify the origin and sequence of changes related to the implementation of the systems. It was possible to identify the direct impact of the ERP system on the change of processes, which is reflected in the functions of the employees, as well as to verify that the ERP system provides the opportunity for companies to change their organizational structure. Originality/value This paper contributes to the accounting literature by providing evidence on the influence of ERP systems on organizational aspects of accounting in the Portuguese reality, attesting that the successful implementation of the ERP system is associated with changes in the organizational structure, reengineering of processes and changes in the functions of employees.

An integrated framework for ERP system implementation

2017 ◽  
Vol 25 (1) ◽  
pp. 91-109 ◽  
Author(s):  
Kalinga Jagoda ◽  
Premaratne Samaranayake
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Resource Planning ◽  
System Implementation ◽  
Erp Systems ◽  
Erp Implementation ◽  
Content Type ◽  
Erp System ◽  
Critical Success

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.

User perceptions towards an ERP system

2015 ◽  
Vol 28 (2) ◽  
pp. 243-259 ◽  
Author(s):  
Sue Abdinnour ◽  
Khawaja Saeed
Keyword(s):  
Enterprise Resource Planning ◽  
Repeated Measures ◽  
Implementation Process ◽  
Resource Planning ◽  
Future Research ◽  
Theoretical Understanding ◽  
Content Type ◽  
Implementation Phase ◽  
Erp System ◽  
Aircraft Manufacturing

Purpose – The purpose of this paper is to explore how key users’ perceptions (capability, value, timing, and acceptance) toward an Enterprise Resource Planning (ERP) system change from the pre-implementation to the post-implementation phase. The paper also examines how this change differs with varying levels of user involvement in the implementation process and users’ positions in the company. Design/methodology/approach – The authors survey the employees of a major aircraft manufacturing company in the Midwest and analyze the data using repeated measures ANOVA. The authors use time as a within-subject independent variable, and involvement/position at the company as between-subject independent variables. Findings – The results reveal a significant drop in users’ perceptions regarding the capability, value, and implementation timing of the ERP system. However, the perception of acceptance did not change significantly. Furthermore, there were more significant interactions of users’ perceptions with employee position than employee involvement in the implementation process. Research limitations/implications – The study offers a better theoretical understanding of how users’ perceptions regarding an ERP system evolve over time. The use of one company is a limitation of the study, so future research can focus on extending the study in different sectors. Practical implications – Management can design interventions to minimize users’ negative perceptions about the ERP system and increase usage in the post-implementation phase. For example, management can design training customized toward users’ positions in the company. Originality/value – Post-implementation research in the ERP field is rare. Conducting a survey of users’ perceptions allows the authors to take an in-depth look at attitudes toward an ERP system.

ERP Implementation in Higher Education

2012 ◽  
pp. 128-156
Author(s):  
Adekunle Okunoye ◽  
Mark Frolick ◽  
Elaine Crable
Keyword(s):  
Higher Education ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Organizational Dynamics ◽  
Erp Systems ◽  
Erp Implementation ◽  
Erp System ◽  
Organizational Issues ◽  
Standard Information ◽  
System Selection

Enterprise Resource Planning (ERP) systems long have been known as systems that bring integration to numerous business activities within complex organizations. However, in today’s contemporary organizations, ERP systems are becoming a standard information system, irrespective of size and nature of the business. This case focuses on the implementation of an ERP system in higher education. The case covers the key stages of implementation. Particular emphasis is placed on the selection of the ERP system and the organizational dynamics involved. The implementation of the first two modules and the views of users are discussed. The depth of the case can enable managers to understand the complexity of an ERP system selection and the organizational issues involved. The analysis of the case sheds light on the activities involved in ERP projects and what to expect during the implementation stage.

Work transformation following the implementation of an ERP system

2016 ◽  
Vol 28 (4) ◽  
pp. 206-223 ◽  
Author(s):  
Silvio Carlo Ripamonti ◽  
Laura Galuppo
Keyword(s):  
Focus Groups ◽  
Enterprise Resource Planning ◽  
Technology Implementation ◽  
Work Organization ◽  
Resource Planning ◽  
Process Efficiency ◽  
Activity Systems ◽  
Content Type ◽  
Upper Management ◽  
Erp System

Purpose The purpose of this study is to introduce the Human Resources (HR) module of the SAP suite in the Italian branch of a leading multinational pharmaceutical company. This study can be re-conducted within the interpretive tradition of information technology studies focusing on the attempt to understand and describe how software users in the HR department interpreted the enterprise resource planning (ERP) technology, how they changed their work practices and the changes that occurred in organizational discourses and meanings alongside the process. Design/methodology/approach The case study/intervention took start with the impulse of the Italian HR department manager, who was struck by the way that the ERP system technology implementation was affecting work life of the employees in the department. This research/intervention used interviews, focus groups and internal documents as sources of data. The authors conducted and analyzed 20 narrative interviews and 3 focus groups with middle managers, and they analyzed about 120 pages of internal memos. Findings The implementation of ERP systems is almost invariably accompanied by great expectations of increased process rationalization, efficiency and cost-effectiveness, and upper managers’ discourses make large use of what Engeström et al., 2010 have called process efficiency rhetoric. But the ERP technology, most likely, will neither revolutionize management nor will it become a “complete calculation machine” that runs an entire work organization (Quattrone and Hopper, 2005, p. 731). Originality/value The implementation of the ERP system has caused conflicts and disturbances, aggravating contradictions that already existed between activity systems and introducing new types of contradictions. Pre-existent contradictions become clearer; there is a stronger interconnection between activity systems. The individual agents could experiment an expansion in their activities if only they will initiate a movement of expansive learning and if they are not prevented from doing so by coercive control. The natural expansion of the subjects’ scope of activity and horizons of possibilities could be sustained by the ERP technology if it is not used as a tool for domination and if the upper management does not try and separate what cannot in actuality be separated: The actors’ capabilities of improvised learning, which makes the institution of a new mode of the activity possible, and their capacity to assume collective control of the meaning and direction of the transformation of the activity. ERPs are technologies that can naturally bring transformations in the activity system and networks where they are introduced, but in some cases, they can easily and in a non reflective manner be intended as tools for oppression by the upper management.

scholarly journals Enterprise resource planning and customer relationship management value

2017 ◽  
Vol 117 (8) ◽  
pp. 1612-1631 ◽  
Author(s):  
Pedro Ruivo ◽  
Tiago Oliveira ◽  
André Mestre
Keyword(s):  
Customer Relationship Management ◽  
Enterprise Resource Planning ◽  
System Integration ◽  
Process Integration ◽  
Resource Planning ◽  
Business Value ◽  
Customer Relationship ◽  
Content Type ◽  
Erp System ◽  
Crm System

Purpose The purpose of this paper is to develop and test a theoretical model to measure the impact of enterprise resource planning (ERP) and customer relationship management (CRM) systems and moderating relationships of system and process integration on business value. Design/methodology/approach ERP and CRM systems are analysed with the resource-based view theory and measured by their impact on business value, having in consideration the moderation of system and process integration. The model was tested and analysed with data collected by Microsoft, from firms that have adopted both ERP and CRM systems in their organisation. Findings ERP system is found to be an important asset to business value, but CRM systems’ impact on business value is found to be not significant. System integration as moderator of ERP or CRM system is found to be not significant but has a positive and significant impact on business value. For process integration, the study finds that it is significant only when moderating the CRM system variable. Research limitations/implications The model shows that the moderating effects of system and process integration are important variables for understanding the joint business value of ERP and CRM. Practical implications Adopting an ERP system and ensuring system integration provides a direct impact on business value. In order for a CRM system to have a positive impact on business value, process integration with ERP system must be ensured. Originality/value This study provides new knowledge on how ERP and CRM systems used together may positively influence value from IT investments, and how systems integration and process integration provide business value.

Training effectiveness in an enterprise resource planning system environment

2019 ◽  
Vol 43 (5/6) ◽  
pp. 476-489 ◽  
Author(s):  
Chris Niyi Arasanmi
Keyword(s):  
Enterprise Resource Planning ◽  
Supervisor Support ◽  
Resource Planning ◽  
Training Transfer ◽  
Content Type ◽  
Erp System ◽  
System Environment ◽  
Complex Information ◽  
The Relationship ◽  
And Training

Purpose This study aims to examine the link between supervisor support, transfer motivation and post-training usage of enterprise resource planning (ERP) systems. The study tested the influence of supervisor support and transfer motivation on training transfer in a complex information systems environment. Second, the study tested the mediating effect of transfer motivation in the relationship between supervisor support and training transfer. Design/methodology/approach An online survey method was used to collect data from 170 ERP system users, who had previously attended ERP system training. The descriptive analysis was conducted with SPSS version 24, while Hayes Process Macro was used to test the research model and the mediation analysis. Findings The findings from this study showed that supervisor support and transfer motivation positively influence training transfer. The additional result also confirmed that transfer motivation mediates the relationship between supervisor support and training transfer. Research limitations/implications The study contributes to training theory by specifically analysing the interactions among supervisor support, transfer motivation and training transfer in a complex information system environment. One of the limitations of this study is the cross-sectional design adopted; future studies could improve by using multiple sources of data collection. Practical implications The study highlights the importance of social exchanges in an ERP transfer environment. Originality/value This paper provides a better understanding of the influences of supervisor support and transfer motivation on the transfer of hard skills in a complex environment.

Extending the ERP system: considering the business relationship portfolio

2014 ◽  
Vol 20 (3) ◽  
pp. 480-501 ◽  
Author(s):  
Peter Ekman ◽  
Peter Thilenius ◽  
Torbjörn Windahl
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Corporate Management ◽  
Illustrative Case ◽  
Full Potential ◽  
Business Relationships ◽  
Business Relationship ◽  
Erp Systems ◽  
Content Type ◽  
Erp System

Purpose – Research has shown that companies focus their internal processes when they adopt enterprise resource planning (ERP) systems. However, the ERP systems need to expand their functionality to include customers and suppliers (with e-commerce functionality) to reach their full potential. The purpose of this paper is to consider business relationships as a resource but also a limitation when companies strive to get an extended ERP system. Design/methodology/approach – The paper presents an illustrative case study of an industrial company's process of developing an extended ERP and how the company's portfolio of business relationships has affected the solution. The analysis is supported by the markets-as-networks theory. Findings – The process of developing an extended ERP system needs to incorporate the company's business partners (customers and suppliers). It is a simultaneously bottom-up and top-down process given that the operative frontline staff hold the knowledge about the company's business relationships while the corporate management has the means of extending the ERP system functionality and align it with the focal company's strategy. Research limitations/implications – Companies need to consider the fact that the technological and financial status of their customers and suppliers differ. Thus, an effective and flexible extended ERP system needs to include both a high-end and low-end solution as well as understand that a full interorganizational integration might not be realistic. Originality/value – The paper puts forth business relationship portfolios as an important factor to consider when extending the ERP system functionality in the supply chain and toward customers.

Trustworthiness of digital records in government accounting system to support the audit process in Botswana

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Olefhile Mosweu ◽  
Mpho Ngoepe
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Accounting System ◽  
Audit Process ◽  
Content Type ◽  
Record Keeping ◽  
Erp System ◽  
The Public ◽  
Government Accounting ◽  
The Government

Purpose The purpose of this study is to explore how the trustworthiness of digital records generated in an enterprise resource planning (ERP) system known as the government accounting and budgeting system (GABS) is maintained to support the audit process in the public sector of Botswana. Design/methodology/approach This qualitative study used modern archival diplomatics as a theoretical framework to examine the procedures for authenticating digital accounting records in GABS to support the audit process in Botswana. Data were collected through interviews and documentary reviews. Findings The study established that although GABS is not a record-keeping system, it generates digital records. In the absence of procedures, auditors rely on social and technical indicators (system application controls) to authenticate records. Research limitations/implications The findings of the study are limited to the case study and cannot be generalised to other organisations. Practical implications The findings of the study can inform the necessary measures that can be taken to ensure that digital records generated in ERPs are maintained authentic to support financial auditing processes. In addition, the paper also presents differing approaches by records managers, auditors and information technology specialists to evaluate the authenticity of records in digital systems, thus contributing to the literature about professional allies and competitors to archivists and records managers. Originality/value This paper provides empirical evidence from an original study.

Integration of records management systems at a South African water utility company

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mpho Ngoepe ◽  
Vincent Mello
Keyword(s):  
Enterprise Resource Planning ◽  
Large Scale ◽  
Resource Planning ◽  
Content Management ◽  
Records Management ◽  
Water Utility ◽  
Content Type ◽  
High Productivity ◽  
Erp System ◽  
Utility Company

Purpose Digital records are either stored in an enterprise resource planning (ERP) or an electronic content management (ECM) system or managed without the benefit of either. To achieve high productivity, integration of these systems is required. However, the utilisation of either an ERP or ECM system is absent in many organisations. The purpose of this paper is to explore the development of a framework that may support the integration of an ERP into an ECM system at Rand Water. Design/methodology/approach This qualitative study used a case design with 14 interviewees from different levels in the organisation and diverse business units using ERP and ECM to perform their operational deliverables. Purposive sampling was used to select the interviewees in line with their area of work, role and level of operation. Findings This study established that the water utility company has implemented an ERP system (SAP) since 2004 and ECM systems since 1991 (Papertrail and later IBM FileNet) with only the information flow module integrated. This study suggested that to integrate ERP into ECM, human and non-human actors need to collaborate to ensure large-scale integration. Originality/value This study presents a framework for integrating ERP into ECM. It is suggested that an integration module for ERPs called extended ECM, be considered. A further study of the transfer of digital records in ECM into archival custody is recommended.

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