scholarly journals Perceived Organizational ERP Benefits for SMEs: Middle Eastern Perspective

10.28945/2301 ◽  
2015 ◽  
Vol 10 ◽  
pp. 145-172 ◽  
Author(s):  
Soud Almahamid ◽  
Omer Awsi
Keyword(s):  
Organizational Culture ◽  
Project Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Top Management ◽  
Management Support ◽  
Perceived Benefits ◽  
Positive Correlation ◽  
Top Management Support

This study aims to examine the impact of organizational environment (top management support, company-wide support, business process reengineering, effective project management, and organizational culture) and enterprise resource planning (ERP) vendor environment (ERP vendor support) on ERP perceived benefits. In order to achieve the study’s aim, a questionnaire was developed based on the extant literature to collect relevant data from the research informants. The population for this research consisted of all users of Microsoft Dynamics Great Plains (a typical type of enterprise system), which is frequently used in Jordanian companies in Amman City. A random sample of 30% of the research population was selected. The results revealed that business process reengineering, effective project management, company-wide support, and organizational culture have a positive correlation with ERP perceived benefits, whereas top management support does not. In addition, there is a significant positive correlation between vendor support and ERP perceived benefits. Academic and practical recommendations are provided.

scholarly journals Key Success Factor for Successful ERP Implementation in State Owned Enterprises

2018 ◽  
Vol 7 (4.38) ◽  
pp. 916
Author(s):  
Sri Rahayu ◽  
Vaya Juliana Dillak
Keyword(s):  
Business Process ◽  
Business Process Reengineering ◽  
Education And Training ◽  
Process Reengineering ◽  
Top Management ◽  
Management Support ◽  
Software Selection ◽  
Erp Implementation ◽  
Top Management Support ◽  
And Training

ERP implementation is a way to improve competitive advantage, and ERP is one of the factors that affect the company's performance. However, many studies reveal that many companies trying to implement ERP failed although in the end many were successful. To achieve its success, several key factors to be considered include top management support, effective project management, business process reengineering, hardware and software selection, education and training, and vendor support. This study aims to explore the key of successful implementation of ERP in state-owned enterprises in Bandung, Indonesia. Related to state owned enterprises that have failed and succeeded in the implementation of ERP, the effective management project analysis has a significant influence on the success of system implementation while top management support, business process reengineering, hardware and software selection, education and training and vendor support have no effect on the success of ERP implementation. However all variables studied simultaneously have effects on the success of ERP implementation.  

scholarly journals ANALISIS KEBERHASILAN IMPLEMENTASI ENTERPRISE RESOURCE PLANNING

2017 ◽  
Vol 1 (01) ◽  
pp. 67
Author(s):  
Rika A Susanti ◽  
Dini Wahjoe Hapsari
Keyword(s):  
Change Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
Management Training ◽  
Process Reengineering ◽  
Successful Implementation ◽  
Management Support ◽  
Training And Education ◽  
Top Management Support ◽  
Platform Development

This study was designed to analyze the effect of top management support, business process reengineering, effective project management, change management, training and education to the successful implementation of ERP in PT. Telekomunikasi Indonesia Tbk Japati, Bandung. This research method using regression analysis with a survey technique in which the population of this study is on the Enterprise & Analytic Platform Development. Research hypothesis testing is done using the F test and t test and descriptive analysis. The data were obtained using a questionnaire research instruments that contain a list of statements to measure the respondents to the study variables. The results from this research indicate that simultaneously successful implementation of ERP influenced by critical success factor with a value of r-square 79% and partially variable top management support, business process reengineering, effectiveness project management not associated with successful implementation of ERP and variable change management, training and education are significantly associated with successful implementation of ERP. Based on the research results, to improve the success of ERP implementation, Enterprise & Analytic Platform Development at Telkom should conduct change management and improving training and education to employees to enhance the ability of employees to use the ERP system

scholarly journals The Effect of Business Process Re-Engineering on Organizational Performance: The Mediating Role of Information and Communications Technology

2019 ◽  
Vol 14 (9) ◽  
pp. 132
Author(s):  
Aysar Mohammad Khashman
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Business Process Reengineering ◽  
Information And Communications Technology ◽  
Process Reengineering ◽  
Management Support ◽  
Top Management Support ◽  
Mediating Role ◽  
Five Factors ◽  
Intermediary Role

The purpose of this study is to attempt to highlight the factors of business process reengineering (BPR) processes that effect on organizational performance in the Drivers and Vehicles License Department (DVLD) in Jordan through using ICT as a mediating role. From previous studies, five factors of BPR were adopted for this study, including "Ability to change, Selecting BPR Methodology, Organizational Culture, BPR strategic alignment, and Top management support ". ICT was used as an intermediary role for this structure to promote organizational performance. The study used the PLS software to analyze the basic relationships amongst the most relevant combinations between BPR, ICT, and Organizational Performance with a total of five constructs. As a result of the findings of operational, middle, and top levels (n=124) working in Drivers and Vehicles License Department (DVLD), it was awarded the King Abdullah II Award for Excellence in Jordan for 2018. It was found that there was a strong and statistically positive significant relationship between several variables of business process reengineering and organizational Performance by using the ICT as a mediating variable.

Critical Success Factors for Enterprise Resource Planning System Implementation in Qatar

2019 ◽  
Vol 10 (4) ◽  
pp. 25-42
Author(s):  
Abdulla Ali Al Rabeay ◽  
Karma Sherif
Keyword(s):  
Project Management ◽  
Business Process ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Top Management ◽  
Management Support ◽  
System Implementation ◽  
Erp Implementation ◽  
Erp System ◽  
Top Management Support

The purpose of this study is to examine the impact of project management planning processes (including team competency and business process re-engineering) and top management support on the success of enterprise resource planning (ERP) system implementation in Qatar. This study adopted a quantitative method to collect data through a survey from employees working in Qatari government ministries that implemented an ERP system in the last 10 years. Partial least square structural equation modeling analysis was used to test the relationship among variables. The findings revealed that project management, top management support and business process re-engineering make a significant contribution to the success of ERP implementation. However, team competency and composition had no significant effect on ERP implementation success. The study recommends that governmental agencies who are planning to implement a new ERP system should consider these factors during the early planning stages in order to successfully implement the system and avoid any delays or overspending in project delivery.

PENGARUH DUKUNGAN MANAJEMEN PUNCAK, MANAJEMEN PROYEK DAN KETERLIBATAN PENGGUNA TERHADAP TINGKAT KESUKSESAN IMPLEMENTASI ENTERPRISE RESOURCE PLANNING PADA PERUSAHAAN DI JABODETABEK

2017 ◽  
Vol 2 (2) ◽  
pp. 147-154
Author(s):  
Julian Aristo
Keyword(s):  
Project Management ◽  
Enterprise Resource Planning ◽  
User Involvement ◽  
Resource Planning ◽  
Business Environment ◽  
Top Management ◽  
Management Support ◽  
Erp Systems ◽  
Factors Affecting ◽  
Top Management Support

Enterprise Resource Planning (ERP) systems have become vital strategic tools in today’s competitive business environment. Implementation of ERP systems is a highly complex process which is influenced not only by technical, but also by other factors. The purpose of this research to find out factors influencing the success of ERP implementations in companies in Jabodetabek. In this research three factors of success implementation ERP were selected on the bases of previous research that includes top management support, project management and user involvement. The results indicate that top management support and project management are key factors affecting the success of ERP implementations, while user involvement does not affect the success of ERP implementations. Top management support, project management and user involvement affect the success rate of 72.7% of ERP implementations. While the rest equal to 27.3% influenced by other variables not included in this research model. Keywords: Enterprise Resource Planning, Top management support, project management, user involvement

scholarly journals A validated business process modelling success factors model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wasana Bandara ◽  
Guy Grant Gable ◽  
Mary Tate ◽  
Michael Rosemann
Keyword(s):  
Business Process ◽  
Success Factors ◽  
Stakeholder Involvement ◽  
Process Modelling ◽  
Top Management ◽  
Management Support ◽  
Business Process Modelling ◽  
Content Type ◽  
Top Management Support ◽  
Success Model

PurposeBusiness process modelling (BPMo) projects are core to digital transformation projects as they provide the conceptual foundation to the orchestration of technologies along a process. Yet, success factors of BPMo projects have received little research attention to date. This study empirically validates a BPMo project success model, pointing to normative practice guidelines and important future research.Design/methodology/approachThis research reports on the quantitative re-specification and validation of a business process modelling success model, employing survey responses from 261 process modellers worldwide.FindingsThe study distilled and validated a final set of success antecedents: Top Management Support, Project Management Capabilities, Stakeholder Input, Modeller Expertise and Modelling Tool Usage; and clearly evidences their relationships with each other and with two moderating variables – Importance and Complexity. The paper offers a nuanced explanation of the indirect role of top management support in building stakeholder involvement and explains how complex projects that are perceived as important being more likely to attract high levels of necessary stakeholder involvement. The authors conclude that top management needs to create an environment of co-ordinated excellence which spans both technical skills and resources, and a high level of committed engagement between stakeholders and technicians in order for BPMo projects to succeed.Originality/valueThis study is the first to operationalize and quantitatively test antecedents of BPMo project success and their interactions, presenting novel insights into how the success factors interact. Awareness of the more influential antecedents of successful process modelling projects offers valuable guidance for the planning, management and conduct of BPMo projects.

scholarly journals Can Leaders’ Humility Enhance Project Management Effectiveness? Interactive Effect of Top Management Support

2021 ◽  
Vol 13 (17) ◽  
pp. 9526
Author(s):  
Mudassar Ali ◽  
Li Zhang ◽  
Zhenduo Zhang ◽  
Muhammad Zada ◽  
Abida Begum ◽  
...  
Keyword(s):  
Project Management ◽  
Research Question ◽  
Interactive Effect ◽  
Top Management ◽  
Management Support ◽  
Management Effectiveness ◽  
Employee Creativity ◽  
Top Management Support ◽  
Time Lagged ◽  
Humble Leadership

This paper aims to explore the effect of humble leadership on project management effectiveness by integrating the mediating role of employee creativity. Top management support moderates the direct (humble leadership and project management effectiveness) and indirect relationships through employee creativity. Time-lagged data were obtained from 332 persons working in a matrix organization on sustainable information technology projects. The results show that humble leadership enhances project management effectiveness by mediating and moderating processes. This study provides a solution to an underlying research question that has gone unanswered in prior studies. What are the strategies proposed for humble leadership in fostering the effectiveness of project management?

BUSINESS PROCESS RE-ENGINEERING PRACTICES AND PERFORMANCE OF TELECOMMUNICATION SECTOR IN KENYA

2021 ◽  
pp. 162-173
Author(s):  
Edith Mohat ◽  
Justus Munyoki ◽  
John Cheluget
Keyword(s):  
Customer Service ◽  
Business Process ◽  
Business Process Reengineering ◽  
Inspection Time ◽  
Process Reengineering ◽  
Management Support ◽  
Telecommunication Sector ◽  
Cross Sectional ◽  
Effective Manner ◽  
Telecommunication Companies

ABSTRACT This study sought to establish Business Process Reengineering (BPR) strategies used by telecommunication companies in Kenya to enhance their service delivery to gain competitive advantage, and to explore the influence of BPR strategies in the telecommunication companies in Kenya. The study was anchored on the following theories, Resource-Based, the Open Systems and Stakeholder. The study used a descriptive cross sectional research design targeting thirty five telecommunication firms in Kenya. Data was collected through structured questionnaires. Data analysis was done by use of descriptive and inferential statistics. The study established that most of Telecommunication companies have used various BPR strategies such as Teleconferencing technologies, computerized performance measurement and reporting system, shared Information Technology infrastructure and computerized procurement system. Findings show that after BPR implementation the telecommunications firms were able to increase efficiency of customer service, quality of products and workforce, elimination of non-value adding process, reduction in inspection time, moving time and waiting/queuing time. The study recommends that Telecommunication companies should fully automate their operations besides replacing obsolete technology equipment with modern ones. BPR efforts should be implemented in the most effective manner through sound management and leadership; this is because top management commitment, support, championship, sponsorship, and effective management of risks are the most noticeable managerial practices that seem to directly influence the success of BPR execution. The study recommends that most companies should be cautious when re-engineering in order to avoid downsizing without figuring out how to reduce the workload. Key words: Business Process Reengineering, Telecommunication companies, management support, employee commitment, ITinfrastructure.

scholarly journals FACTORS INFLUENCING CLOUD COMPUTING ADOPTION IN SMALL MEDIUM ENTERPRISES

2017 ◽  
Author(s):  
Haslinda Hassan ◽  
Mohd Herry Mohd Nasir ◽  
Norhaiza Khairudin ◽  
Iskandar Adon
Keyword(s):  
Cloud Computing ◽  
External Pressure ◽  
Free Form ◽  
Top Management ◽  
Management Support ◽  
Perceived Benefits ◽  
Top Management Support ◽  
Cloud Computing Adoption ◽  
It Resources ◽  
Medium Enterprises

Cloud computing offers information technology (IT) infrastructure, platform, and various applications via the Internet with minimum start-up cost, network access to a shared pool of configurable computing resources, and pay-per-use services. Although the potential for cloud computing is evident and much of the extant research has been carried out on cloud computing adoption, empirical studies on the factors that influence cloud computing adoption in the Malaysian Small and Medium Enterprises (SMEs) are, however, lacking. The objective of this study was to examine the factors that influence cloud computing adoption by the SMEs. We conducted a quantitative survey-based study to examine the relationship between perceived benefits, top management support, IT resources, external pressure, and cloud computing adoption. A free-form comment provided at the end of each section of the survey questionnaire was treated as qualitative data. We find that IT resources and external pressure significantly influence cloud computing adoption. Nonetheless, there is not enough evidence to support perceived benefits and top management support as significant factors of cloud computing adoption.  

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