Adoption of Enterprise Resource Planning Software by Organizations in India

2003 ◽  
pp. 272-288
Author(s):  
Monideepa Tarafdar ◽  
Rahul K. Roy
Keyword(s):  
Enterprise Resource Planning ◽  
Implementation Process ◽  
Resource Planning ◽  
Developed Countries ◽  
Social Contexts ◽  
Specific Aspect ◽  
It Use ◽  
Erp Implementation ◽  
The Developed Countries ◽  
Developed World

Enterprise Resource Planning (ERP) systems are designed to integrate various functions and processes, and are used by organizations as the first-level transaction processing systems in their information architecture. Although many studies have been conducted and reported on ERP implementation cases in the developed countries, there is not much literature on the experiences of companies in Asia and other parts of the developing world. These organizations confront issues that are significantly different from those faced by companies in the developed world, because of differences in the sophistication of IT use, and cultural and social contexts. This chapter describes a three-stage model for analyzing the deployment of ERP in developing countries, based on an empirical study of ERP implementation exercises in Indian organizations. Each stage describes a specific aspect of the implementation process. The specific characteristics of each stage and their implications for managers have also been discussed.

An Investigation of Enterprise Resource Planning Implementation in a Small Firm

2013 ◽  
pp. 57-80
Author(s):  
Magdy Abdel-Kader ◽  
Thu Phuong Nguyen
Keyword(s):  
Decision Making ◽  
Small Firm ◽  
Enterprise Resource Planning ◽  
Implementation Process ◽  
Resource Planning ◽  
Erp Systems ◽  
Erp Implementation ◽  
Erp System ◽  
Small Organizations ◽  
Selection Processes

Enterprise Resource Planning (ERP) systems have been recognized as complex and costly, which limited their implementation in large organizations. However, an increasing number of small organizations have recently gained interest in this system. This paper investigates the implementation process of ERP in a small firm. The investigation focused on two perspectives of ERP implementation: successes achieved and problems encountered. Despite many problems encountered in the firm, the ERP system still exists. This gives evidence that small organizations are more flexible and motivated to adapt to change and implement an ERP system. Most problems were encountered at early stages of implementation, which can be minimized if deliberate decision making of ERP implementation and proper selection processes were in place. Further, ERP is a good solution for small organizations if they are able to build a relevant in-house system.

ERP Adoption in Indian Organizations

2005 ◽  
pp. 1102-1107
Author(s):  
Monideepa Tarafdar
Keyword(s):  
Inventory Management ◽  
Enterprise Resource Planning ◽  
Business Processes ◽  
Resource Planning ◽  
Social Contexts ◽  
Erp Systems ◽  
It Use ◽  
Manufacturing Resource Planning ◽  
Wide Availability ◽  
Erp Software

Enterprise resource planning (ERP) systems integrate various functions and processes in organizations. ERP software is developed in the form of different modules, each of which helps to perform distinct functions within the company. The modules interface with the same database and are integrated so that workflows can be designed across different modules. The software helps standardize business processes and ensures organization-wide availability of transaction data. ERP software evolved from earlier manufacturing resource planning (MRP) systems, which included inventory management, procurement and production planning functions. The implementation of ERP software started in the early 1990s and during the late 1990s, the growth rate of the ERP market was between 30 to 40%. As of 2001, 30,000 companies around the world had implemented ERP and the total value of the ERP market was at $25 billion. There is not much literature relating to ERP implementation and adoption in companies in Asia and other parts of the developing world. These organizations face issues that are significantly different from those faced by organizations in the developed world, because of differences in the sophistication of IT use, and in the cultural and social contexts. In this article, we describe some experiences that companies in India have gone through in implementing ERP systems. We present a framework for analyzing the critical factors and issues that influence the ERP adoption process, and highlight the areas of opportunity and risk. The framework is sufficiently general so as to be extended to other developing countries.

scholarly journals Impact of Critical Success Factors on ERP Implementation: Typical Organizations in Sri Lankan Context

2019 ◽  
pp. 27-30
Author(s):  
Anuradha Jayakody ◽  
E.M.M.N. Samaranayake ◽  
Punchihewa N.N.W.G ◽  
B.V.R. Jeewantha ◽  
H.N.I. Wijesiri
Keyword(s):  
Enterprise Resource Planning ◽  
Structural Equation ◽  
Success Factors ◽  
Implementation Process ◽  
Resource Planning ◽  
Planning System ◽  
Equation Modeling ◽  
Erp Implementation ◽  
Critical Success ◽  
Linear Connections

Enterprise Resource Planning system is a software that suitable for the user to earn more ROI by involving business activities. By the way, most organizations are still afraid to adopt this to their organizations. The reason is the high-cost wastage, and also bankruptcy. But it is not true at all the time. ERP can implement to small and medium-sized organizations too. To clarify these points, the paper focuses on the critical factors that affect the success of an ERP implementation process. It will do by a conceptual framework. It review and assertion of 15 hypotheses will carry out using "structural equation modeling technique". The definition of multi-variable technology used since the ability to check multiple linear connections at once simultaneously depends on one or more variables dependently and independently.

scholarly journals ANALYSIS OF USER EXPERIENCE RESOURCE PLANNING WITH USER EXPERIENCE QUESTIONNAIRE FRAMEWORK (CASE STUDY: UNIVERSITAS MULTIMEDIA NUSANTARA)

2021 ◽  
Vol 1 (2) ◽  
pp. 42-61
Author(s):  
Andrei Ferdinan Bayu CK ◽  
Johan Setiawan
Keyword(s):  
User Experience ◽  
Enterprise Resource Planning ◽  
Educational Institution ◽  
Implementation Process ◽  
Resource Planning ◽  
Academic Advisement ◽  
Erp Implementation ◽  
Erp System ◽  
Data User ◽  
Experience Questionnaire

          ERP or Enterprise Resource Planning is a design that has been applied in an educational institution or company that can be used to organize, coordinate and manage the system resources in it to be more integrated. The refusal of system users to use the ERP system (new system) is one of the failure factors for ERP system implementation that should be considered by higher education companies. User's lack of understanding by users can cause users to simply be forced to use without being adapted to a qualified use of the ERP system. In addition to the importance of the ERP implementation process in a company or university, there is also an influence on the system's user experience as the key to the success of ERP implementation to minimize failures in the ERP system process.          This study uses the User Experience Questionnaire Framework to analyze, measure and find out significantly how much influence the user experience level has on the PeopleSoft Oracle Campus Solution ERP system using the six aspects contained in the framework UEQ on the modules Student Record, Academic Advisement, and Student Financial in the respective departments at UMN. The research was conducted quantitatively, namely the collection and collection of data to be carried out through the distribution of questionnaires online and carried out using SPSS software.   The results of the measurement level obtained based on the mean and benchmark data user experience from the six UEQ scales from the highest to the lowest value level are  Dependability is in the category (Excellent), Stimulation is in the category (Excellent), Novelty is in the category (Excellent), Perspicuity category is in the category (Good), Attractiveness is in the category (Good), and Efficiency is in the category (Good) and partially or completely can have a significant 61% influence on the use of modules in the ERP system at UMN.    Keywords: ERP (Enterprise Resource Planning), UEQ (User Experience Questionnaire), Quantitative, SPSS.

Experiences of Cultures in Global ERP Implementation

2011 ◽  
pp. 1295-1317
Author(s):  
Esther Brainin
Keyword(s):  
Organizational Culture ◽  
Cultural Differences ◽  
Enterprise Resource Planning ◽  
Implementation Process ◽  
Resource Planning ◽  
Extensive Review ◽  
Review Of The Literature ◽  
Erp Systems ◽  
Erp Implementation ◽  
Societal Culture

The chapter considers the complexities of cultural differences for global enterprise resource planning (ERP) implementation. An extensive review of the literature related to societal and organizational culture is followed by a delineation of the stages of ERP implementation and the actors involved in each stage, reflecting the basic assumption that global ERP systems are not universally acceptable or effective, and that testing the cross-cultural generalizability of ERP systems in organizations will produce a managerial agenda that facilitates the implementation process. The recognition and discussion of these differences can provide a stimulus for identifying and modifying the limitations of technological implementation and use policies to improve the benefits generated by the technology. Topics of explicit concern to ERP implementation in global organizational economies related to organizational and societal culture are discussed, and suggestions for managerial mechanisms for overcoming major obstacles in this process are proposed.

ERP Adoption in Indian Organizations

2008 ◽  
pp. 2232-2243
Author(s):  
Monideepa Tarafdar
Keyword(s):  
Inventory Management ◽  
Enterprise Resource Planning ◽  
Business Processes ◽  
Resource Planning ◽  
Social Contexts ◽  
Erp Systems ◽  
It Use ◽  
Manufacturing Resource Planning ◽  
Wide Availability ◽  
Erp Software

Enterprise resource planning (ERP) systems integrate various functions and processes in organizations. ERP software is developed in the form of different modules, each of which helps to perform distinct functions within the company. The modules interface with the same database and are integrated so that workflows can be designed across different modules. The software helps standardize business processes and ensures organization-wide availability of transaction data. ERP software evolved from earlier manufacturing resource planning (MRP) systems, which included inventory management, procurement and production planning functions. The implementation of ERP software started in the early 1990s and during the late 1990s, the growth rate of the ERP market was between 30 to 40%. As of 2001, 30,000 companies around the world had implemented ERP and the total value of the ERP market was at $25 billion. There is not much literature relating to ERP implementation and adoption in companies in Asia and other parts of the developing world. These organizations face issues that are significantly different from those faced by organizations in the developed world, because of differences in the sophistication of IT use, and in the cultural and social contexts. In this article, we describe some experiences that companies in India have gone through in implementing ERP systems. We present a framework for analyzing the critical factors and issues that influence the ERP adoption process, and highlight the areas of opportunity and risk. The framework is sufficiently general so as to be extended to other developing countries.

Experiences of Cultures in Global ERP Implementation

2010 ◽  
pp. 167-188
Author(s):  
Esther Brainin
Keyword(s):  
Organizational Culture ◽  
Cultural Differences ◽  
Enterprise Resource Planning ◽  
Implementation Process ◽  
Resource Planning ◽  
Extensive Review ◽  
Review Of The Literature ◽  
Erp Systems ◽  
Erp Implementation ◽  
Societal Culture

The chapter considers the complexities of cultural differences for global enterprise resource planning (ERP) implementation. An extensive review of the literature related to societal and organizational culture is followed by a delineation of the stages of ERP implementation and the actors involved in each stage, reflecting the basic assumption that global ERP systems are not universally acceptable or effective, and that testing the cross-cultural generalizability of ERP systems in organizations will produce a managerial agenda that facilitates the implementation process. The recognition and discussion of these differences can provide a stimulus for identifying and modifying the limitations of technological implementation and use policies to improve the benefits generated by the technology. Topics of explicit concern to ERP implementation in global organizational economies related to organizational and societal culture are discussed, and suggestions for managerial mechanisms for overcoming major obstacles in this process are proposed.

An Investigation of Enterprise Resource Planning Implementation in a Small Firm

2011 ◽  
Vol 7 (1) ◽  
pp. 18-40 ◽  
Author(s):  
Magdy Abdel-Kader ◽  
Thu Phuong Nguyen
Keyword(s):  
Small Firm ◽  
Enterprise Resource Planning ◽  
Implementation Process ◽  
Resource Planning ◽  
Erp Systems ◽  
Erp Implementation ◽  
Proper Selection ◽  
Erp System ◽  
Small Organizations ◽  
Selection Processes

Enterprise Resource Planning (ERP) systems have been recognized as complex and costly, which limited their implementation in large organizations. However, an increasing number of small organizations have recently gained interest in this system. This paper investigates the implementation process of ERP in a small firm. The investigation focused on two perspectives of ERP implementation: successes achieved and problems encountered. Despite many problems encountered in the firm, the ERP system still exists. This gives evidence that small organizations are more flexible and motivated to adapt to change and implement an ERP system. Most problems were encountered at early stages of implementation, which can be minimized if deliberate decision making of ERP implementation and proper selection processes were in place. Further, ERP is a good solution for small organizations if they are able to build a relevant in-house system.

scholarly journals Development of a user-resistance-aware framework for implementing enterprise resource planning systems

2019 ◽  
Author(s):  
◽  
Mohammadjavad Bagheri
Keyword(s):  
Information Systems ◽  
Success Rate ◽  
Enterprise Resource Planning ◽  
Implementation Process ◽  
Resource Planning ◽  
Process Models ◽  
Erp Systems ◽  
Erp Implementation ◽  
User Resistance ◽  
New System

Although Enterprise Resource Planning (ERP) systems are one of the most important developments in corporate information systems, their implementation process is usually problematic, and many challenges in different aspects come along during the implementation of these large integrated systems. Amongst them, the human-related issues potentially affect ERP implementation projects and decrease their success rate dramatically. Numerous studies have shown that user resistance is the most influential failure factor for such projects. Existing ERP implementation process models usually cover the technical aspects and steps of the implementation and do not face the humanrelated aspects of the process such as resistance to the new system and processes, and organisational conflicts and politics which arise during this huge organisational change. Also, the extant theories of resistance to IS implementation largely adopt a narrow approach to dealing with user resistance and, hence, the solutions provided by them are fragmented and cannot present a holistic approach to our problem (i.e. understanding and dealing with human resistance in the process of implementing ERP systems). This research proposes to use change management body of knowledge as an overarching perspective to deal with resistance in the process of ERP implementation which could provide a more holistic and coherent approach to understand and address such problem, and could enrich the implementation process models in terms of encountering human-related issues (i.e. user resistance). Accordingly, the Kotter’s change model was identified as an appropriate model for such projects, particularly due to the role of power and politics in the system implementation process. The study maps Kotter’s change ii model with ERP implementation process models, and introduces a userresistance-aware framework. To improve this framework, the theories of resistance to information systems implementation are reviewed, and sources of resistance and also the strategies suggested by each theory are categorised according to the process stages. The framework is evaluated and improved through conducting three case studies, during which it is also investigated that how people’s reactions (resistance instances) to the new system could be mapped chronologically against the implementation stages. The final framework mainly helps in understanding the complexity of the issues and improving the change readiness, and can be used as a practical guide for companies and IT project managers. It encourages the organisations to proactively deal with the situation and hence, help people cope with the new routines and environment more conveniently and smoothly, which ultimately improve the success rate of adopting such systems.

Towards Identifying the Most Important Attributes of ERP Implementations

2011 ◽  
pp. 1039-1059
Author(s):  
Piotr Soja
Keyword(s):  
Enterprise Resource Planning ◽  
Project Success ◽  
Implementation Process ◽  
Resource Planning ◽  
Erp Systems ◽  
Erp Implementation ◽  
Implementation Project ◽  
Single Procedure ◽  
Effort Effect

Enterprise resource planning (ERP) systems have been implemented in various and diverse organizations. The size of companies, their industry, the environment, and the number of implemented modules are examples of their heterogeneity. In consequence, a single procedure which leads to the success of implementation does not appear to exist. Therefore, there have been many implementations that have failed during, and also after, the implementation process. As a result, a considerable amount of research has been trying to identify issues influencing ultimate project success and also to recognize the best implementation projects. The aim of this work is to identify the most important characteristics of ERP implementation which affect project success. This study builds on data gathered using a questionnaire directed toward people playing leading roles in ERP implementations in a few dozen companies. Twelve attributes were identified and divided into three sets representing: effort, effect, and the synthetic measure of success calculated on the basis of the obtained data. Two agglomeration methods were employed to identify exemplar and anti-exemplar groups and objects. These elements were thoroughly analyzed, which led to identifying the most and the least desired attributes of an ERP implementation project. The findings are discussed and related with the results of prior research. Finally, implications for practitioners and concluding remarks summarise the chapter.

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