A methodology for enterprise systems post-implementation change management

2017 ◽  
Vol 117 (10) ◽  
pp. 2241-2262 ◽  
Author(s):  
Marco Comuzzi ◽  
Minou Parhizkar
Keyword(s):  
Change Management ◽  
Enterprise Resource Planning ◽  
Large Fraction ◽  
Enterprise Systems ◽  
Resource Planning ◽  
Parallel Line ◽  
Engineering Change ◽  
Content Type ◽  
Engineering Change Management ◽  
The Impact

Purpose Enterprise systems (ESs) are hard to maintain, since they embed a large fraction of organisational data and tasks, which are often intertwined and highly interdependent. The purpose of this paper is to propose a methodology for enterprise resource planning (ERP) post-implementation change management to support business analysts during perfective maintenance. Design/methodology/approach The methodology draws a parallel line with engineering change management and considers the steps of mapping the dependencies among ES components, understanding the ripple effects of change, and defining metrics to quantify and assess the impact of change. The methodology is instantiated in the case of ERP systems, for which a tool has also been implemented and evaluated by ERP implementation experts. Findings Experts positively evaluated the proposed methodology. General design principles to instantiate the methodology in the case of systems other than ERP have been derived. Originality/value While existing ESs change management methodologies help to identify the need for change, the proposed methodology help to structure the change process, supporting the task of perfective maintenance in an efficient way.

Do cloud-based enterprise resource planning systems affect the productivity of human resources in the COVID-19 era?

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xiaojun Yao ◽  
Masoumeh Azma
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Equation Modeling ◽  
Planning Systems ◽  
Privacy And Security ◽  
Content Type ◽  
Enterprise Resource Planning Systems ◽  
The Impact

PurposeThis study aims to investigate the impact of skills and knowledge of employees, economic situations of the company, current IT infrastructure, payment fashion, cloud availability, and cloud privacy and security on the productivity of the human resources in the COVID-19 era.Design/methodology/approachOver the past few years, the advent of cloud-assisted technologies has dramatically advanced the Information Technology (IT)-based industries by providing everything as a service. Cloud computing is recognized as a growing technology among companies around the world. One of the most critical cloud applications is deploying systems and organizational resources, especially systems whose deployment costs are high. Manpower is one of the basic and vital resources of the organization, and organizations need an efficient workforce to achieve their goals. But, in the COVID-19 era, human resources' productivity can be reduced due to stress, high labor force, reduced organizational performance and profits, unfavorable organizational conditions, inability to manage and lack of training. Therefore, this study tries to investigate the productivity of human resources in the COVID-19 era. Data were collected from the medium-sized companies through a questionnaire. Distributed questionnaires were conducted on the Likert scale. The model is assessed using the structural equation modeling technique to examine its reliability and validity. The study is a library method and literature review. A case study was conducted through a questionnaire and statistical analysis by SPSS 25 and SMART-PLS.FindingsBased on the findings, the skills and knowledge of employees, the economic situations of the company, payment fashion, cloud availability and the current IT infrastructures of the company have a positive impact on human resource efficiency in the COVID-19 era. But cloud privacy and security have a negative effect on the productivity of human resources. The findings can be the basis for companies and organizations in the COVID-19 era.Research limitations/implicationsThis study has some restrictions that need to be considered in evaluating the obtained results. First, due to the prevalence of Coronavirus, access to information from the companies under study was limited. Second, this research may have overlooked other variables that affect human resource productivity in the COVID-19 era. Prospective researchers can examine the impact of Customer Relationship Management (CRM) and Supply Chain Management (SCM) on the human resource's productivity in the COVID-19 era.Practical implicationsThe results of this research are applicable for all companies, their departments and human resources in the COVID-19 era.Originality/valueIn this paper, human resources' productivity in the COVID-19 era is pointed out. The presented new model provides a complete framework for investigating cloud-based enterprise resource planning systems affect the productivity of human resources in the COVID-19 era.

Enterprise resource planning and business model innovation: process, evolution and outcome

2019 ◽  
Vol 23 (4) ◽  
pp. 728-752
Author(s):  
Rocio Rodriguez ◽  
Francisco-Jose Molina-Castillo ◽  
Göran Svensson
Keyword(s):  
Organizational Performance ◽  
Business Model ◽  
Enterprise Resource Planning ◽  
Structural Equation ◽  
Resource Planning ◽  
Business Model Innovation ◽  
Erp Implementation ◽  
Content Type ◽  
Organizational Outcome ◽  
The Impact

Purpose The purpose of this paper is to focus on the implementation process of enterprise resource planning (ERP), the evolution of business model innovation (BMI) and the organizational outcome. This research analyses how ERP and BMI are related and, in turn, what is the final the impact on organizational performance. Design/methodology/approach The sample consisted on 104 organizations from different industries, all of which used an ERP software. A structural equation model was used to test the six hypotheses. Findings The results indicate that the BMI constructs considered (i.e. value-generation and organizational complexity) mediate the impact of the ERP constructs (organizational adaptation and organizational resistance), in organizational performance. Successful ERP implementation is not an end itself for this companies, but merely a path and a process for improving the business model with the aim improving performance in the marketplace. Research limitations/implications This study offers a new outlook on how a company should leverage the ERP adaptation, and any resistance in the organization to innovating in the business model. This study is rooted in the evolutionary perspective of BMI, but it also integrates into an overall model other points of view such as the rational positioning view and cognitive view. Practical implications Organizations must understand the ERP flows in depth, each ERP flow is the work result of a multitude of companies over several years. All departments, and in particular the research and development department must participate actively in the ERP implementation. Organised complexity means opportunities for success in the market. Organizations must train their departments in ERP and not just teach them how the ERP works. ERP implementation needs consider improvements to the business model and ultimately the performance, but not separately. Originality/value BMI has received contributions from several domains such as entrepreneurship, management organization and strategic management among others. Nonetheless, the role of ERP in BMI is far from being understood and the few contributions focus only on technology per se. To the best of our knowledge this is the first study that has explored the connections of ERP and BMI and in turn the final outcome in organizational performance.

Market reaction to enterprise applications: a multicultural perspective

2015 ◽  
Vol 11 (2) ◽  
pp. 269-294 ◽  
Author(s):  
Ana C. Silva ◽  
Oswaldo Lorenzo ◽  
Gonzalo Arturo Chavez
Keyword(s):  
National Culture ◽  
Enterprise Resource Planning ◽  
Firm Value ◽  
Fixed Effects ◽  
Large Scale ◽  
Enterprise Systems ◽  
Resource Planning ◽  
Customer Relationship ◽  
Accounting Data ◽  
Content Type

Purpose – This paper aims to identify the relationship between national culture, enterprise application (EA) implementations and firm value for a sample of the largest and most actively traded firms in Japan, the United Kingdom and the USA. The study seeks to contribute to a better understanding of the cultural traits that play a role in successful technological innovation. Design/methodology/approach – Using 11 years of price and accounting data, as well as corporate announcements from English- and Japanese-speaking sources, this study applies event study methodology and fixed-effects regressions to a sample of international adopters of enterprise resource planning (ERP), customer relationship management (CRM), supply chain management and firm-specific applications. Findings – The results show a country-related contrast in the way investors perceive value in EAs. Investors with national cultures that are more collectivist perceive their firms to be well-prepared to extract value from large-scale technologies. In contrast, individualistic cultures seem to face more implementation challenges. Research limitations/implications – Although the study provides statistically significant results, a larger sample of countries and enterprise systems adopters would further enhance a generalization of results. Practical implications – The empirical results provide evidence of the national culture traits that seem to increase the likelihood of success in enterprise systems implementations as seen from the perspective of actual investors. Originality/value – The empirical study of how multiple EAs (ERP, SCR, CRM and SPECIFIC) and national culture differences interact with a market-based metric of value (stock market prices), while also using an international sample of firms from three distinct regions, is novel to the existent literature.

The influencing factors of enterprise resource planning (ERP) readiness stage on enterprise resource planning project success: a project manager’s perspective

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mehmet Kirmizi ◽  
Batuhan Kocaoglu
Keyword(s):  
Change Management ◽  
Influencing Factors ◽  
Enterprise Resource Planning ◽  
Project Success ◽  
Resource Planning ◽  
Project Managers ◽  
Content Type ◽  
Project Life Cycle ◽  
The Right ◽  
Project Life

PurposeThis study explores the influencing factors of the enterprise resource planning (ERP) readiness stage on project success immediately after go-live from the project manager’s perspective.Design/methodology/approachThe influencing factors of the ERP readiness stage are explored through the literature and expert review sessions and are embedded in Kotter’s change management model. A survey-based empirical study is conducted among ERP project managers in Turkey in 2019 utilizing principal component analysis and multiple regression analysis to reveal the direct relation of influencing factors and project success.FindingsResults show that the proposed model explains 65.179% of the variation with four components. The association of components through regression analysis reveals that project planning and management, employee commitment and change management directly relate to the ERP project success. Yet, surprisingly top management support is not directly correlated. Therefore, the results suggest that influencing factors of such long projects are to be evaluated by the stages of the project life cycle.Research limitations/implicationsThis research is limited to the project managers’ perspective in Turkey and the readiness stage of the project life cycle.Practical implicationsThe objectives of this research serve as a guideline for ERP project managers to consider the success factors in terms of ERP project phases. This ensures that the project manager allocates optimum resources to the right factors at the right time.Originality/valueDespite numerous studies in the ERP readiness stage, this study opens new ways of future research while filling several gaps. First, the ERP readiness phase is discussed with a theoretical approach through Kotter’s change management model. Second, the influencing factors of the ERP readiness stage on ERP project success from the project manager’s perspective are explored, and factor structures are revealed. Then, the association of the factors with ERP project success of “immediately after go-live” is empirically tested.

The impact of organizational citizenship behavior on enterprise resource planning success

2013 ◽  
Vol 31 (1) ◽  
pp. 53-65 ◽  
Author(s):  
Mehdi Narimani ◽  
Elham Tabaeian ◽  
Maral Khanjani ◽  
Farzaneh Soltani
Keyword(s):  
Organizational Citizenship ◽  
Enterprise Resource Planning ◽  
Organizational Citizenship Behavior ◽  
Positive Impact ◽  
Resource Planning ◽  
Total Quality ◽  
Content Type ◽  
Mediating Role ◽  
The Impact

Purpose – Although the research on organizational citizenship behaviors (OCBs) has increased dramatically in diverse fields during the past decade, little is known about the OCBs in the information systems area. The purpose of this study was to explore whether total quality management (TQM) mediates between OCB and enterprise resource planning (ERP) system success. Design/methodology/approach – Data were collected with a questionnaire from subordinates of leaders in steel melting industry in Iran and were used to test the model introduced. Findings – The authors discovered the relationship between OCB and ERP success and the mediating role of TQM in this model. Research limitations/implications – Based on the findings of this study, managers who try for the success of ERP systems can revise their assessment systems through TQM to identify and reward employees who have positive impact in the field of OCB. Originality/value – Limited knowledge is available on the mediating role of TQM between OCB and ERP success in the managing field. The authors prepare a model and test this model in that company.

Implementation Factors that Affect ERP System Success

2005 ◽  
pp. 232-242
Author(s):  
Craig Chatfield
Keyword(s):  
Change Management ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Erp System ◽  
User Training ◽  
Support Strategies ◽  
Implementation Costs ◽  
The Impact ◽  
Implementation Factors

This chapter identifies valuable lessons about implementing enterprise resource planning (ERP) systems into universities and contains a warning about cutting implementation costs and the impact on the system’s success. In the case study described, many incorrect assumptions were made regarding the organization and users. These led to ineffective change management and support strategies, and ultimately reduced both the system’s quality and its benefit to the organization. This study found that an ERP system’s quality can be improved by effectively tailoring the user training, change management, and support strategies to the organization’s culture and users.

A Knowledge Discovery in Databases (KDD) Approach for Extracting Causes of Iterations in Engineering Change Orders

2011 ◽  
Author(s):  
Fatos Elezi ◽  
Armin Sharafi ◽  
Alexander Mirson ◽  
Petra Wolf ◽  
Helmut Krcmar ◽  
...  
Keyword(s):  
Change Management ◽  
Knowledge Discovery ◽  
Lead Time ◽  
Knowledge Discovery In Databases ◽  
Data Set ◽  
Change Orders ◽  
Engineering Change ◽  
Engineering Change Management ◽  
The Impact ◽  
Automatic Text

This paper describes an implementation of a Knowledge Discovery in Databases (KDD) process for extracting the causes of iterations in Engineering Change Orders (ECOs). A data set of approximately 53,000 historical Engineering Change Orders (ECOs) was used for this purpose. Initially, the impact of iterations in ECO lead time and uncertainty is assessed. Subsequently, a semi-automatic text-mining process is employed to classify the causes of iterations. As a result, cost and technical categories of causes were identified as the main reasons for the occurrence of iterations. The study concludes that applying KDD in historic ECO data can help in identifying the causes of iterations of ECO which subsequently can provide a framework for companies to reduce these iterations. In addition, the case represents an example of benefits that can be achieved with the application of KDD in engineering change management.

Social and Cultural Challenges in ERP Implementation

2011 ◽  
Vol 2 (4) ◽  
pp. 44-67 ◽  
Author(s):  
Sapna Poti ◽  
Sanghamitra Bhattacharyya ◽  
T.J. Kamalanabhan
Keyword(s):  
Change Management ◽  
Enterprise Resource Planning ◽  
Social Factors ◽  
Resource Planning ◽  
Erp Implementation ◽  
Cultural Challenges ◽  
Information And Communication ◽  
Multiple Case ◽  
The Individual ◽  
The Impact

This paper studies the differential practices of change management in organizations of western origin and compares it with the best practices prevalent in Indian organizations, with special emphasis on social and cultural challenges faced in these countries. Since Enterprise Resource Planning (ERP), as part of an information and communication technology (ICT) initiative, is frequently associated with organization change and transformation in relation to its adaptation, it has been used as the context in this study. The impact of social factors and cultural challenges on change management processes and elements are compared and contrasted using multiple case studies from USA, Canada, European (Western/Eastern) and Indian organizations who have adopted ERP technologies. The conceptual framework highlights cultural and social factors that affect ERP implementation, and offers suggestions to researchers to empirically test these influences using sophisticated analytical methods and develop change strategies and practices in response to these challenges. Further, it also draws attention to the need for a contemporary, result-oriented, quantitatively measurable framework of change management at the individual and enterprise levels. It is expected that such an approach would result in better buy-in from all stakeholders in terms of increased accountability.

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