Theory versus Application

2013 ◽  
Vol 5 (4) ◽  
pp. 47-62 ◽  
Author(s):  
Francisco Chia Cua ◽  
Steve Reames
Keyword(s):  
Diffusion Of Innovation ◽  
Enterprise Resource Planning ◽  
Single Case ◽  
Innovation Process ◽  
Resource Planning ◽  
Lessons Learned ◽  
Erp System ◽  
System A ◽  
Case System ◽  
Theory Versus

This paper discusses the critical use and lessons learned from the single case model while implementing an Enterprise Resource Planning (ERP) system at a leading university. The researcher examined one university’s business ERP in the deployment of a new enterprise system, a complex phenomenon which took place over several stages and involved different players at each stage. The paper discusses the case system inclusive of the grounded case theory, diffusion of innovation theory, innovation-process theory and their application during the ERP system implementation.

Lessons Learned from Enterprise Resource Planning (ERP) Implementations in an Australian Company

2017 ◽  
Vol 13 (3) ◽  
pp. 23-35 ◽  
Author(s):  
Ritesh Chugh ◽  
Subhash C. Sharma ◽  
Andrés Cabrera
Keyword(s):  
Enterprise Resource Planning ◽  
Single Case ◽  
Resource Planning ◽  
Lessons Learned ◽  
Single Case Study ◽  
Erp System ◽  
Key Participants ◽  
Implementation Data ◽  
Australian Company

Successful Enterprise Resource Planning (ERP) implementations are a boon for organisations. However, there have been many instances of failed ERP implementations globally resulting in millions of wasted dollars. It is vital to learn from past ERP implementations so that such expensive mistakes are not recurrent. This qualitative exploratory case study aims to explore and document the lessons learned from ERP implementations in an Australian global natural resources company to mitigate such problems in the future. A single case study was conducted with the aim to understand experiences from different sites of the company that have already undergone proprietary ERP system implementation. Data was collected through interviews of key participants who were involved in the implementation. Analysis of the interviews has resulted in comprehensive lessons learned around the project focus areas. Finally, ten tips, divided in 4 categories i.e. People, Strategy, Technology and Management have been identified, to guide future ERP implementations and increase chances of success.

Implementation of Enterprise Resource Planning for the Supply Chain Management of the Food and Beverage Department at Macao Entertainment Corp

2014 ◽  
Vol 27 (1) ◽  
pp. 36-52 ◽  
Author(s):  
Fong Tou Vai ◽  
Leanda Lee ◽  
Joao Negreiros
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Organizational Changes ◽  
Chain Management ◽  
Erp System ◽  
System A ◽  
Food And Beverage ◽  
Level Of Agreement

One of the six gaming concession holders in Macao, Macao Entertainment Corp (MEC)1, undertook to centralize three casino/entertainment properties through utilization of a centralized Enterprise Resource Planning (ERP) in April 2010. The Supply Chain (SC) department was the first to apply the ERP in this centralization process. After rolling-out the new ERP system, a number of problems arose due to the organizational changes required. To identify the problems, information was collected through questionnaires and interviews in order to determine the level of agreement by staff regarding the existence of issues typical to such organizational change. The present paper aims to determine what problems and challenges occurred in this initial implementation to assist in developing recommendations to mitigate those effects in subsequent rollouts.

Lessons from a Successful Data Warehousing Project Management

2017 ◽  
Vol 8 (4) ◽  
pp. 30-45 ◽  
Author(s):  
Nayem Rahman
Keyword(s):  
Project Management ◽  
Data Warehouse ◽  
Enterprise Resource Planning ◽  
New Technologies ◽  
Data Extraction ◽  
Resource Planning ◽  
Lessons Learned ◽  
Implementation Challenges ◽  
Erp System ◽  
Data Pipeline

This article provides an overview of project management aspects of a data warehouse application implementation. More specifically, the article discusses the project's implementation, challenges faced, and lessons learned. The project was initiated with an objective to redesign the procurement data pipeline of a data warehouse. The data flows from enterprise resource planning (ERP) system to enterprise data warehouse (EDW) to reporting environments. This project was challenged to deliver more quickly to the consumers with improved report performance, and reduced total cost of ownership (TCO) in EDW and data latency. Strategies of this project include providing continuous business value, and adopt new technologies in data extraction, transformation and loading. The project's strategy was also to implement it using some of the agile principles. The project team accomplished twice the scope of previous project in the same duration with a relatively smaller team. It also achieved improved quality of the products, and increased customer satisfaction by improving the reports' response time for management.

Relationships in Technological Processes

2013 ◽  
Vol 4 (2) ◽  
pp. 17-41 ◽  
Author(s):  
Francisco Cua ◽  
Steve Reames ◽  
Joe Choon Yean Chai
Keyword(s):  
Enterprise Resource Planning ◽  
Diffusion Of Innovations ◽  
Process Model ◽  
Innovation Process ◽  
Resource Planning ◽  
Third Party ◽  
Party Change ◽  
Erp System ◽  
Request For Proposal ◽  
The Relationship

The process model and theory of Diffusion of Innovations (DOI) and the new idea of how technology spreads in an organization are discussed. A comparison between DOI and the Relationship Marketing (RM) theory is examined. Managers who desire innovation or utilize RM theory for third-party change agents are explored. Request for Information (RFI), and Request for Proposal (RFP) utilized by managers that desire technological innovation in the procurement process is discussed. A case study of the commercialization, innovation, feedback-assessment procurement processes of the DOI is conducted in a large public-sector university that procured and implemented an Enterprise Resource Planning (ERP) system. The study revealed that the innovation process was inadequate to explain the outcome. The conclusion reveals that an opportunity or a threat is co-dependent on how each party perceives on or the other’s premise; either premise is irrelevant if one side or the other refuses to foster the relationship.

Learn to Learn to Integrate ERP-Systems and Content Knowledge Using Problem Based Learning and Cases

2013 ◽  
pp. 108-122
Author(s):  
Annika Andersson
Keyword(s):  
Content Knowledge ◽  
Enterprise Resource Planning ◽  
School Setting ◽  
Problem Based Learning ◽  
Resource Planning ◽  
Lessons Learned ◽  
Erp Systems ◽  
Summary Table ◽  
Erp System ◽  
Integration Of Technology

Research in the integration of technology and content knowledge using problem-based learning (PBL) is a challenge. Thus, the aim of this chapter is to describe experiences and lessons learned from integrating ERP-systems (enterprise resource planning systems) into economic topics course using PBL and cases created for the integration of technology and content knowledge in a business school setting. The mission was to develop the economic students’ analyzing abilities using a ERP-system as a pedagogical tool. A summary table describes how problem-based learning and cases were developed and used within collaboration among universities, colleagues, businesses, and students to accomplish integration of both technology and content knowledge. The experience was that students developed abilities to analyze technology from both theory and a deeper understanding of theory by analyzing technology. The lessons learned were that integration of technology and content knowledge using problem based learning and cases is a never-ending cooperative and learning process.

From Silos to Sharing

2013 ◽  
pp. 901-913
Author(s):  
Dana L. Dalton
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Lessons Learned ◽  
Cultural Shift ◽  
Erp System ◽  
Campus Leaders ◽  
Decision Making Processes ◽  
Student Information ◽  
To Come

This case study describes the events from 2003 to the present surrounding the implementation of a relational student information Enterprise Resource Planning (ERP) system. The introduction and implementation of an ERP to a campus that previously engaged separate stand-alone administrative computer components is indeed a cultural and philosophical shift. Campus leaders must not discount the importance and to some degree, acceptance, of these shifts. Multiple factors have to come together to make the ERP a successful venture. We found that continuous communication and a sense of ownership aided the cultural shift. At the beginning of any institution-wide project, all the stakeholders should have a seat at the table and a role in the decision-making processes. As in any undertaking, best practices and the lessons learned served as both formative and summative types of evaluation in this experience. This case is not meant to serve as a “how to” guide, but a narrative of prominent issues that other institutions may find helpful if a conversion is in their future.

Learn to Learn to Integrate ERP-Systems and Content Knowledge Using Problem Based Learning and Cases

2013 ◽  
pp. 581-595
Author(s):  
Annika Andersson
Keyword(s):  
Content Knowledge ◽  
Enterprise Resource Planning ◽  
School Setting ◽  
Problem Based Learning ◽  
Resource Planning ◽  
Lessons Learned ◽  
Erp Systems ◽  
Summary Table ◽  
Erp System ◽  
Integration Of Technology

Research in the integration of technology and content knowledge using problem-based learning (PBL) is a challenge. Thus, the aim of this chapter is to describe experiences and lessons learned from integrating ERP-systems (enterprise resource planning systems) into economic topics course using PBL and cases created for the integration of technology and content knowledge in a business school setting. The mission was to develop the economic students’ analyzing abilities using a ERP-system as a pedagogical tool. A summary table describes how problem-based learning and cases were developed and used within collaboration among universities, colleagues, businesses, and students to accomplish integration of both technology and content knowledge. The experience was that students developed abilities to analyze technology from both theory and a deeper understanding of theory by analyzing technology. The lessons learned were that integration of technology and content knowledge using problem based learning and cases is a never-ending cooperative and learning process.

scholarly journals Selection of enterprise resource planning (ERP) systems

2004 ◽  
Vol 35 (1) ◽  
pp. 45-52 ◽  
Author(s):  
D. Das Neves ◽  
D. Fenn ◽  
P. Sulcas
Keyword(s):  
Enterprise Resource Planning ◽  
Selection Criteria ◽  
Best Practice ◽  
Selection Process ◽  
Resource Planning ◽  
Selection Committee ◽  
Erp System ◽  
System A ◽  
Original Motivation ◽  
Selection Of

In order to determine the process organisations go through in selecting an Enterprise Resource Planning (ERP) system, a field study was undertaken on eleven cases. Based on the findings a best practice selection process is proposed.A benchmark selection criteria checklist was drawn up as part of this investigation and each of the criteria listed should be considered prior to final selection.Other issues discussed in this article include the original motivation and justification for ERP purchase, change management, customisation of source code and the roles of the selection committee, consultants and vendors.

From Silos to Sharing

2011 ◽  
pp. 39-51
Author(s):  
Dana L. Dalton
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Lessons Learned ◽  
Cultural Shift ◽  
Erp System ◽  
Campus Leaders ◽  
Decision Making Processes ◽  
Student Information ◽  
To Come

This case study describes the events from 2003 to the present surrounding the implementation of a relational student information Enterprise Resource Planning (ERP) system. The introduction and implementation of an ERP to a campus that previously engaged separate stand-alone administrative computer components is indeed a cultural and philosophical shift. Campus leaders must not discount the importance and to some degree, acceptance, of these shifts. Multiple factors have to come together to make the ERP a successful venture. We found that continuous communication and a sense of ownership aided the cultural shift. At the beginning of any institution-wide project, all the stakeholders should have a seat at the table and a role in the decision-making processes. As in any undertaking, best practices and the lessons learned served as both formative and summative types of evaluation in this experience. This case is not meant to serve as a “how to” guide, but a narrative of prominent issues that other institutions may find helpful if a conversion is in their future.

Classifying systemic differences between Software as a Service- and On-Premise-Enterprise Resource Planning

2015 ◽  
Vol 28 (6) ◽  
pp. 808-837 ◽  
Author(s):  
Björn Link ◽  
Andrea Back
Keyword(s):  
Diffusion Of Innovation ◽  
Enterprise Resource Planning ◽  
Operation Mode ◽  
Resource Planning ◽  
Software As A Service ◽  
Relative Advantage ◽  
Content Type ◽  
Erp System ◽  
Operation Modes

Purpose – The technological innovation of Software as a Service-Enterprise Resource Planning (SaaS-ERP) opens several relative advantages, which may be realized by choosing the proper operation mode. Thus a company looking for a new ERP system faces the question: When and under what conditions does it make sense to choose a SaaS-ERP system? The paper aims to discuss these issues. Design/methodology/approach – The relative advantage criterion of the diffusion of innovation theory, derived as operation mode differences, determine the conditions under which SaaS- or On-Premise-ERP is preferable: a classification of all main systemic operation mode differences between SaaS and On-Premise for the more complex ERP systems is presented. The systemic differences were identified by analytic generalization using triangulation between a literature review and a multiple case study with four ERP producers. Findings – The most significant decision factors between ERP operation modes are flexibility, customization, cost, and operation and maintenance. General strategies have been derived by bringing the theoretical reasons together with the operation mode difference criteria. Typical criteria for selecting SaaS-ERP are a lack of IT-capacity or capabilities, as well as high need for flexibility, due to business development, seasonality, growth, collaboration and/or expansion. On-Premise-ERPs should be selected if specific or strategic resources would be outsourced or when major customization is a need. Research limitations/implications – Case research is limited in that it reveals only ERP producers’ view and omits outlying cases. Practical implications – The findings implicate that ERP selecting customers should consider and expand their criteria for ERP selection by operation mode criteria. Originality/value – The classification of the most essential operation mode differences allows, for the first time, ERP selecting customers to design selection strategies. ERP selecting companies should strategically favor the operation mode that best suits their respective organizational characteristics so as to obtain the best possible support from the ERP operation modes.

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