scholarly journals Absorptive Capacity and ERP Implementation in Indian Medium-Sized Firms

2012 ◽  
Vol 20 (4) ◽  
pp. 54-79 ◽  
Author(s):  
Seema Sharma ◽  
Elizabeth M. Daniel ◽  
Colin Gray
Keyword(s):  
Case Studies ◽  
Developing Country ◽  
Absorptive Capacity ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Organizational Knowledge ◽  
Erp Implementation ◽  
Knowledge Processes ◽  
It Implementation ◽  
It Systems

Whilst absorptive capacity has been identified as an important contributor to the effective implementation of IT systems, previous studies have failed to explicitly consider the contribution of individual and organizational knowledge processes. Nine case studies of Enterprise Resource Planning (ERP) implementation were undertaken. The case studies were all undertaken in SMEs in a developing country since this is an important but under researched area for the application of the concept of absorptive capacity. A particular implication of the findings is that firms lacking knowledge of IT implementation cannot simply seek this from external sources but must develop internal organizational knowledge processes if their implementations of IT systems are to be effective. This finding is particularly pertinent to the developing country and SME context of this study, where low levels of experience within the firm and the loss of experienced staff are found to impact on the development of absorptive capacity.

Implementation of Discrete and Integrated IT

2010 ◽  
Vol 1 (2) ◽  
pp. 61-76
Author(s):  
Colm Burns ◽  
Nola Hewitt-Dundas
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Comparative Case Study ◽  
It Projects ◽  
Implementation Success ◽  
It Implementation ◽  
It Systems ◽  
Aerospace Manufacturing

Integrated organisational IT systems, such as enterprise resource planning (ERP), supply chain management (SCM) and digital manufacturing (DM), have promised and delivered substantial performance benefits to many adopting firms. However, implementations of such systems have tended to be problematic. ERP projects, in particular, are prone to cost and time overruns, not delivering anticipated benefits and often being abandoned before completion. While research has developed around IT implementation, this has focused mainly on standalone (or discrete), as opposed to integrated, IT systems. Within this literature, organisational (i.e., structural and cultural) characteristics have been found to influence implementation success. The key aims of this research are (a) to investigate the role of organisational characteristics in determining IT implementation success; (b) to determine whether their influence differs for integrated IT and discrete IT projects; and (c) to develop specific guidelines for managers of integrated IT implementations. An in-depth comparative case study of two IT projects was conducted within a major aerospace manufacturing company.

Insuring a Successful ERP Implementation

2011 ◽  
pp. 110-125
Author(s):  
Kimberly Furumo
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Erp Implementation ◽  
Erp System ◽  
Roles And Responsibilities ◽  
Case Study Analysis ◽  
Governmental Agencies ◽  
Governmental Organizations ◽  
It Implementation

This chapter provides a case study of a failed enterprise resource planning (ERP) implementation at a public university. Public universities, like other governmental agencies, may have more dif?culty implementing information technology (IT) because of limited resources, increased organizational bureaucracy, and extensive statutory reporting requirements. This chapter begins by identifying what an ERP system is, the dif?culties of implementing ERP systems, and the added dif?culties related to implementing technology in governmental organizations. In this case study analysis, upper managers, IT staff, and functional department end users were asked to identify why the project failed. Several lessons were learned including the importance of allocating adequate ?nancial resources to IT projects and managing the change process. As organizations move from the centralized legacy system environment which was prevalent in the last half of the 20th century, to the new distributed ERP environment, roles and responsibilities are changing. Readers are provided with practical suggestions that will help improve IT implementation success in governmental agencies.

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.

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.

Money

2014 ◽  
pp. 109-128
Author(s):  
Sarah Craig
Keyword(s):  
Information Systems ◽  
Case Studies ◽  
Enterprise Resource Planning ◽  
Negative Impact ◽  
Enterprise Systems ◽  
Resource Planning ◽  
Erp Implementation ◽  
Cost Cutting ◽  
Agile Project Management ◽  
Enterprise Resource Planning Systems

This chapter uses real-world case studies by following two companies introducing Enterprise Resource Planning Systems. The case studies give an overview of the introduction of the Enterprise Systems and detail how the Feral Information Systems came about. The chapter goes on to discuss various possible reasons for the introduction of the FIS, together with methods for avoidance. The chapter discusses whether cost cutting was partially to blame for the failure of the ERP implementations and the problems faced by the ERP implementation teams. Later on, the chapter discusses whether Cloud implementations and Agile project management methodologies may have a positive or negative impact on Enterprise Systems and Feral Information Systems.

scholarly journals Institutional change of cloud ERP implementation in the public sector

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nizar Mohammad Alsharari
Keyword(s):  
Public Sector ◽  
Case Studies ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Transformation Process ◽  
Decision Makers ◽  
Erp Implementation ◽  
Content Type ◽  
Erp System ◽  
The Public

Purpose This study aims to explain the transformation process from using regular enterprise resource planning (ERP) system into implementing Cloud ERP system in the UAE public sector. Design/methodology/approach The study uses a qualitative case study and analyzes the primary evidences from in-depth interviews with the case organization’s personnel. It conducts a thematic analysis of the interviews’ findings. Furthermore, the study uses secondary and tertiary resources from published sources comprising the case organization’s website and previous studies. Findings The findings demonstrated that the transformation process to Cloud ERP could result in different practical benefits in an organization’s controlling system, cost reduction and profitability. Conversely, results revealed that the effectiveness of implementing cloud ERP is dependable on the provider’s professionalism; hence resulting in issues related to minimized organizational independence. In addition, the paper’s findings provide evidenced clarifications about the controversial misconceptions of Cloud ERP’s privacy issues. Research limitations/implications The paper is exposed to the regular case studies limitations, as the study is a qualitative research studying one case company. Thus, the study findings should be strengthened by future quantitative researches on more companies with implying more statistical analysis. Practical implications The paper has important implications for practitioners and decision-makers, as it presents significant and reality-based information about Cloud ERP implementation’s benefits and drawbacks. It thus enhances decision-makers’ ability to make an appropriate and suitable decision about adopting the Cloud ERP in the public sector. Originality/value As Cloud ERP is still emerging, this study is one of the very few case studies that discuss and present some experienced benefits and issues related to Cloud ERP implementation in UAE Government. This study also uses transformation theory to analyze the data.

Implementation of Discrete and Integrated IT

2012 ◽  
pp. 168-183
Author(s):  
Colm Burns ◽  
Nola Hewitt-Dundas
Keyword(s):  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Comparative Case Study ◽  
It Projects ◽  
Implementation Success ◽  
It Implementation ◽  
It Systems ◽  
Aerospace Manufacturing

Integrated organisational IT systems, such as enterprise resource planning (ERP), supply chain management (SCM) and digital manufacturing (DM), have promised and delivered substantial performance benefits to many adopting firms. However, implementations of such systems have tended to be problematic. ERP projects, in particular, are prone to cost and time overruns, not delivering anticipated benefits and often being abandoned before completion. While research has developed around IT implementation, this has focused mainly on standalone (or discrete), as opposed to integrated, IT systems. Within this literature, organisational (i.e., structural and cultural) characteristics have been found to influence implementation success. The key aims of this research are (a) to investigate the role of organisational characteristics in determining IT implementation success; (b) to determine whether their influence differs for integrated IT and discrete IT projects; and (c) to develop specific guidelines for managers of integrated IT implementations. An in-depth comparative case study of two IT projects was conducted within a major aerospace manufacturing company.

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.

Implementation of cloud ERP in the SME: evidence from UAE

2020 ◽  
Vol 27 (2) ◽  
pp. 299-327
Author(s):  
Nizar Mohammad Alsharari ◽  
Mohammad Al-Shboul ◽  
Salem Alteneiji
Keyword(s):  
Case Studies ◽  
Enterprise Resource Planning ◽  
Small And Medium Enterprises ◽  
Real Life ◽  
Resource Planning ◽  
Decision Makers ◽  
Erp Implementation ◽  
Content Type ◽  
Erp System ◽  
Technological Management

PurposeThis study aims to explain the implementation of Cloud enterprise resource planning (ERP) system and underlying factors and challenges that might be practiced by the users. It also provides a comparison between traditional and Cloud ERP systems.Design/methodology/approachThe study uses qualitative case study and analyzes the primary evidences from in-depth interviews. It conducts a thematic analysis of the interviews' findings. Furthermore, the current study uses three groups of factors (technological, management and environmental) that are expected to be best determinants of the Cloud ERP implementation.FindingsThe findings provide an evidence that using the Cloud EPR system, as alternative to on premise traditional ERP system, is constructive to the success of organizations and improve the quality of their decision-making process. The findings also reveal that effectiveness of implementing Cloud ERP is reliable on the provider's professionalism; hence resulting in issues related to minimize organizational independence.Research limitations/implicationsThis paper is subjected to case studies limitations, as it lacks rigor and generalization. The paper has important implications for practitioners and decision-makers alike as it presents real-life example about Cloud ERP implementation. It thus enhances decision-makers' ability to make a relevant reporting process in the small and medium enterprises (SMEs).Originality/valueThis study can be considered as a one of very few case studies that discusses Cloud ERP implementation in UAE organizations particularly SMEs. It also provides three groups of factors (technological, management and environmental) that are influenced by the Cloud ERP implementation.

Critical success factors in enterprise resource planning implementation

2016 ◽  
Vol 29 (1) ◽  
pp. 72-96 ◽  
Author(s):  
Raafat George Saade ◽  
Harshjot Nijher
Keyword(s):  
Change Management ◽  
Case Studies ◽  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Resource Planning ◽  
Erp Implementation ◽  
Content Type ◽  
Critical Success ◽  
Analysis And Synthesis

Purpose – The purpose of this paper is to consolidate the critical success factors (CSFs) as published in enterprise resource planning (ERP) implementation case studies. The authors perform the analysis and propose the final CSFs based on the reported ERP implementation process stages. Design/methodology/approach – The paper follows the eight category coding steps proposed by Carley (1993) and utilizes only ERP implementation case studies to identify a distinct set of critical success factors. The 37 case studies used in this paper provide a reasonable sample from different countries and contexts. Two methodologies were followed, one for the literature review process and the other for the analysis and synthesis. Findings – Out of 64 reported CSFs that were extracted from the literature and subsequent detailed analysis and synthesis the authors found a total of 22 factors that are distinct. These factors which encompass change management, are proposed with five ERP implementation stages. Research limitations/implications – The final set of success factors proposed in this study gives a consolidated and unified view of the significant variables to be considered during all the stages of ERP implementation. The research is limited to case study literature and does not account for ERP implementation models and frameworks. Another limitation would be the scope of the literature searched which is that of the Management Information Community. Practical implications – The proposed CSFs can be used by practitioners in five ways: assess implementation of an ERP; ex-ante assessment; comparative analysis with other implementation experiences; utilize CSFs from model as part of key performance indicators; and utilize the model to establish a concise strategy to project management process for the ERP implementation. Social implications – ERP implementation is complex. The promise has not yet been fully realized. An ERP-enabled organization entails primarily strategy and change management. To that effect, all stakeholders are impacted by ERP implementation. This paper, identified CSFs extracted from cases of ERP implementation and proposes a model to support its project management, user satisfaction and sustainability. The results aim at reducing costs, maintaining timeline, reducing employee anxieties and with a successful implementation, better service to customer base. Originality/value – This paper is the first attempt to present a consolidated list of CSFs and mapping them to the stages of an ERP implementation as reported from the industry. It originality is its focus on utilizing rigorous published case studies with the hope that future case studies would utilize the work to report on the same factors. The value is that as the case studies are increased, comparison and differentiation between is enhanced.

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