A Post-Implementation Case Study and Review of Enterprise Resource Planning (ERP) Implementations

2010 ◽  
pp. 1-20 ◽  
Author(s):  
Joseph R. Muscatello ◽  
Diane H. Parente
Keyword(s):  
Enterprise Resource Planning ◽  
Research Effort ◽  
Resource Planning ◽  
Research Review ◽  
Erp Systems ◽  
Case Study Methodology ◽  
Erp System ◽  
Qualitative Research Design ◽  
Study Methodology

Enterprise resource planning (ERP) systems, if implemented correctly, have shown that a firm can gain strategic and tactical advantages over their competition who do not implement such systems. However, with failure rates estimated to be as high as 50% of all ERP implementations, companies can be negatively impacted by a poorly performing ERP system. The research on ERP has focused on events leading to the selection, evaluation, and implementation of the ERP system. The intent of this updated research effort is to capture new theories that can help practitioners successfully manage ERP systems by performing a post-ERP implementation examination of eight corporations and a pertinent research review. This chapter is based on a qualitative research design involving case-study methodology. The propositions derived from the case study form a broad set of considerations that influence the success of an ERP system.

A Post-Implementation Case Study and Review of Enterprise Resource Planning (ERP) Implementations

2010 ◽  
pp. 1285-1302
Author(s):  
Joseph R. Muscatello ◽  
Diane H. Parente
Keyword(s):  
Enterprise Resource Planning ◽  
Research Effort ◽  
Resource Planning ◽  
Research Review ◽  
Erp Systems ◽  
Case Study Methodology ◽  
Erp System ◽  
Qualitative Research Design ◽  
Study Methodology

Enterprise resource planning (ERP) systems, if implemented correctly, have shown that a firm can gain strategic and tactical advantages over their competition who do not implement such systems. However, with failure rates estimated to be as high as 50% of all ERP implementations, companies can be negatively impacted by a poorly performing ERP system. The research on ERP has focused on events leading to the selection, evaluation, and implementation of the ERP system. The intent of this updated research effort is to capture new theories that can help practitioners successfully manage ERP systems by performing a post-ERP implementation examination of eight corporations and a pertinent research review. This chapter is based on a qualitative research design involving case-study methodology. The propositions derived from the case study form a broad set of considerations that influence the success of an ERP system.

Enterprise Resource Planning (ERP)

2011 ◽  
pp. 1358-1378
Author(s):  
Joseph R. Muscatello ◽  
Diane H. Parente
Keyword(s):  
Enterprise Resource Planning ◽  
Operations Management ◽  
Resource Planning ◽  
Erp Implementation ◽  
Case Study Methodology ◽  
Erp System ◽  
Qualitative Research Design ◽  
Study Methodology ◽  
Insight Into

In today’s intensely competitive marketplace, companies can benefit strategically and tactically from enterprise resource planning (ERP) systems, if implemented correctly. However, with failure rates estimated to be as high as 50% of all ERP implementations, companies can be negatively impacted by a poorly performing ERP system. The research on ERP has focused on events leading to the selection, evaluation, and implementation of the ERP system. The intent of this research is to identify new or lightly researched theories regarding the difficulties of ERP implementations that can help practitioners successfully manage ERP implementations by performing a post-ERP implementation examination of eight corporations. We examine operations management (OM) literature rather than information systems (IS) literature in order to provide IS readers with an alternative yet valuable analysis. Further, we purposely avoid well-established findings by performing a large literature review. This article is based on a qualitative research design using case-study methodology. The propositions derived from the case studies form solid insight into the considerations that may influence the success of an ERP system.

ERP and organizational change

2016 ◽  
Vol 24 (3) ◽  
pp. 487-515 ◽  
Author(s):  
Mostafa Kamal Hassan ◽  
Samar Mouakket
Keyword(s):  
Organizational Change ◽  
Market Economy ◽  
Enterprise Resource Planning ◽  
Emerging Market ◽  
Resource Planning ◽  
Case Study Methodology ◽  
Content Type ◽  
Erp System ◽  
Study Methodology

Purpose The study aims to explore the processes of implementing an enterprise resource planning (ERP) system in a public service organization operating in an emerging market economy, namely, the United Arab Emirates (UAE). Design/methodology/approach The study draws on Laughlin’s (1991) model of organizational change to highlight how the introduction of an ERP system, particularly its accounting modules, disrupted the adopting organization’s modes of thinking and its members’ practices. It uses a case study methodology. Data collection methods included semistructured interviews, documentary evidence and personal observation. Findings The case study findings show that despite implementation and customization problems, the organization’s employees were forced to use the ERP system. The findings also highlight how the ERP system was acted upon to mobilize the organization’s members toward a new era of information technology. However, the misfit between pre- and post-ERP system accounting practices led to some organizational members to form absorbing groups that questioned accounting-based ERP system organizational changes. The top management’s persistent desire to adopt the ERP system through forcing the organization’s employees to use the system’s modules led the organization to undergo what Laughlin (1991) calls “colonization” organizational change. Research limitation/implications The use of a case study methodology inherently limits the generalizability of the study’s findings. The case study was carried out over a relatively short timeframe, namely, ten months. Therefore, the use of a longitudinal case study to examine accounting-based ERP organizational change is recommended. Practical implications The study provides insights that can assist top management in formulating organizational change strategies. It also provides insights about emerging economies’ regulatory particularities that influence ERP system implementation. Originality/value The study is one of the first studies that utilizes Laughlin’s (1991) model of organizational change to examine accounting-based ERP organizational change in an emerging market economy.

ERP Systems in Hospitals

2010 ◽  
Vol 3 (4) ◽  
pp. 34-50 ◽  
Author(s):  
Bernabé Escobar-Pérez ◽  
Tomás Escobar-Rodríguez ◽  
Pedro Monge-Lozano
Keyword(s):  
Qualitative Research ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Erp Systems ◽  
Erp System ◽  
Independent Information ◽  
Systems And Control ◽  
Different Types ◽  
And Control

Enterprise Resource Planning (ERP) systems integrate information from different departments in one common database for an entire organization. They have demonstrated their efficacy in a number of companies of different types. However, a problem arises in organizations with highly differentiated cultural areas; often such areas have traditionally had independent information systems and control over the interests of their area, such as hospitals. This case study analyzes the process of an ERP system implementation in a hospital. The study’s objective is to identify, by means of this qualitative research technique, the principal technological objectives that were set in the process of implementation, which of those objectives were achieved, and the deficiencies that have subsequently become evident.

Organizational Knowledge Sharing in ERP Implementations

2005 ◽  
pp. 288-316
Author(s):  
Mary C. Jones ◽  
R.L. Price
Keyword(s):  
Knowledge Sharing ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Organizational Knowledge ◽  
End Users ◽  
Erp Implementation ◽  
Organizational Processes ◽  
Case Study Methodology ◽  
Study Methodology

This study examines organizational knowledge sharing in enterprise resource planning (ERP) implementation. Knowledge sharing in ERP implementation is somewhat unique because ERP requires end users to have more divergent knowledge than is required in the use of traditional systems. Because of the length of time and commitment that ERP implementation requires, end users are also often more involved in ERP implementations than they are in more traditional ERP implementations. They must understand how their tasks fit into the overall process, and they must understand how their process fits with other organizational processes. Knowledge sharing among organizational members is one critical piece of ERP implementation, yet it is challenging to achieve. There is often a large gap in knowledge among ERP implementation personnel, and people do not easily share what they know. This study presents findings about organizational knowledge sharing during ERP implementation in three firms. Data were collected through interviews using a multi-site case study methodology. Findings are analyzed in an effort to provide a basis on which practitioners can more effectively facilitate knowledge sharing during ERP implementation.

Exploring An Alternative Method of Evaluating the Effects of Erp: A Multiple Case Study

2009 ◽  
Vol 24 (3) ◽  
pp. 251-268 ◽  
Author(s):  
Sylvestre Uwizeyemungu ◽  
Louis Raymond
Keyword(s):  
Organizational Performance ◽  
Enterprise Resource Planning ◽  
Organizational Context ◽  
Business Processes ◽  
Evaluation Method ◽  
Resource Planning ◽  
Point Of View ◽  
Erp Systems ◽  
Erp System

Previous research has already established that compared to other types of investments, information technology (IT) investments are insufficiently or not at all evaluated. This can be partly explained by the lack of adequate IT evaluation methods and tools. In the case of enterprise resource planning (ERP) systems whose effects on organizational processes and performance are intrinsically profound and wide-ranging compared to those of traditional IT limited to some spheres of organization, evaluation activities may be an issue of great concern. This study thus aims to propose and test an alternative evaluation method adaptable to the organizational context, making it possible to measure the contribution of an ERP system to organizational performance in all its aspects. Combining a process-based model and a scorecard model, the proposed method was first designed from a review of information systems evaluation literature. It has then been validated and refined through a multi-case study of manufacturing firms: an in-depth pilot case study was conducted, and thereafter the study was replicated on two other cases. Results show that the method proposed here enables organizations to determine the extent to which the firm's operational and overall performance has been impacted by the adoption and use of ERP systems, through the automational, informational, and transformational effects of ERP on their business processes. From a practical point of view, three contributions must be mentioned: the proposed method allows for a strong contextualization of its application, it is action-oriented, and it allows comparison across organizations even though organizational contexts may totally differ.

Capturing Users' Tacit Knowledge in ERP Implementation: An Exploratory Multi-Site Case Study

2007 ◽  
Vol 06 (01) ◽  
pp. 9-23 ◽  
Author(s):  
Ramaraj Palanisamy
Keyword(s):  
Tacit Knowledge ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Lessons Learned ◽  
Erp Systems ◽  
Structured Interviews ◽  
Erp Implementation ◽  
Case Study Methodology ◽  
Implementation Team

This study examines capturing users' tacit knowledge in enterprise resource planning (ERP) systems. To mitigate the risks in implementing ERP systems, a knowledge based approach is followed. The ERP implementation team depends upon users for their knowledge to understand the business rules and processes required for the ERP systems. The value of ERP implementation is increased when users' tacit knowledge has been integrated into ERP systems. This paper attempts to understand how Canadian organisations are capturing the users' tacit knowledge in ERP implementation. A case study methodology is followed to accomplish the research objective. Three organisations from telecommunication, government, and retail sectors participated in the study. For data collection, semi-structured interviews were conducted with four to six respondents from each firm. The findings about tacit knowledge sharing in three firms that have implemented ERP systems are presented. The findings are categorised as follows: ERP adoption by all three firms, implemented ERP modules, users' tacit knowledge capturing and conversion, activities and approaches, users' tacit knowledge for interim modification and post-implementation. The lessons learned are given by presenting a cross-comparison of three case studies.

Organizational Knowledge Sharing in ERP Implementation

2005 ◽  
pp. 208-232
Author(s):  
Mary C. Jones ◽  
R. Leon Price
Keyword(s):  
Knowledge Sharing ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Organizational Knowledge ◽  
End Users ◽  
Erp Implementation ◽  
Organizational Processes ◽  
Case Study Methodology ◽  
Study Methodology

This study examines organizational knowledge sharing in enterprise resource planning (ERP) implementation. Knowledge sharing in ERP implementation is somewhat unique, because ERP requires end users to have more divergent knowledge than is required in the use of traditional systems. Because of the length of time and commitment that ERP implementation requires, end users also are often more involved in ERP implementations than they are in more traditional ERP implementations. They must understand how their tasks fit into the overall process, and they must understand how their process fits with other organizational processes. Knowledge sharing among organizational members is one critical piece of ERP implementation, yet it is challenging to achieve. There is often a large gap in knowledge among ERP implementation personnel, and people do not easily share what they know. This study presents findings about organizational knowledge sharing during ERP implementation in three firms. Data were collected through interviews using a multi-site case study methodology. Findings are analyzed in an effort to provide a basis on which practitioners can facilitate knowledge sharing more effectively during ERP implementation.

Organizational Knowledge Sharing in ERP Implementation

2008 ◽  
pp. 1948-1967
Author(s):  
Mary C. Jones ◽  
R. Leon Price
Keyword(s):  
Knowledge Sharing ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Organizational Knowledge ◽  
End Users ◽  
Erp Implementation ◽  
Organizational Processes ◽  
Case Study Methodology ◽  
Study Methodology

This study examines organizational knowledge sharing in enterprise resource planning (ERP) implementation. Knowledge sharing in ERP implementation is somewhat unique because ERP requires end users to have more divergent knowledge than is required in the use of traditional systems. Because of the length of time and commitment that ERP implementation requires, end users are also often more involved in ERP implementations than they are in more traditional ERP implementations. They must understand how their tasks fit into the overall process, and they must understand how their process fits with other organizational processes. Knowledge sharing among organizational members is one critical piece of ERP implementation, yet it is challenging to achieve. There is often a large gap in knowledge among ERP implementation personnel, and people do not easily share what they know. This study presents findings about organizational knowledge sharing during ERP implementation in three firms. Data were collected through interviews using a multi-site case study methodology. Findings are analyzed in an effort to provide a basis on which practitioners can more effectively facilitate knowledge sharing during ERP implementation.

Continuous Audit and Enterprise Resource Planning Systems: A Case Study of ERP Rollouts in the Houston, TX Oil and Gas Industries

2016 ◽  
Vol 13 (1) ◽  
pp. 171-179 ◽  
Author(s):  
Robin Haynes ◽  
Chunyan Li
Keyword(s):  
Enterprise Resource Planning ◽  
Oil And Gas ◽  
Resource Planning ◽  
Erp Systems ◽  
Continuous Auditing ◽  
Knowledge Application ◽  
Erp System ◽  
Job Experience ◽  
Fraud Risk

ABSTRACT The use of enterprise resource planning software has become an essential part of conducting business for many small, medium, and large companies. This paper presents a case study of accounting information specialists in different divisions of the same conglomerate in the energy industry in Houston, Texas that engaged in anti-fraud audits following the rollout of enterprise resource planning (ERP) systems by implementing continuous auditing processes (CA). The results indicate that the adoption of an ERP system has a significant impact on the efficiency, fraud risk reduction, knowledge application, as well as the credibility of the auditing team. The most important factors for the successful use of fraud mitigation techniques rely on ERP systems, which have continuous audit functions. The major and minor themes that emerge from the results of this case study are thoroughly dissected and discussed. Future studies of the use of ERP and CA systems to combat fraud should examine how auditing teams can apply superior fraud detection through preparation and training, education, and on-the-job experience.

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