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Perceived usefulness, user involvement and behavioral intention: an

empirical study of ERP implementation

Computers in Human Behavior, Vol. 23, Issue: 3, May, 2007. pp. 1232-1248
Amoako-Gyampah, Kwasi
Many firms have implemented enterprise resource planning (ERP) systems in the past
few years. The expensive nature of these systems requires that effective usage of these
systems be attained in order for an organization to derive the expected benefits from the
technology. This study looks at the influence that perceived

ERP implementation: a knowledge integration challenge for the project

Knowledge and Process Management, Vol. 13, Issue: 4, October/December
2006. pp. 227 - 238
Newell, Sue; Huang, Jimmy; Tansley, Carole
In this paper, we explore the knowledge integration challenges that face any large-scale
IT implementation project team. We identify how knowledge integration is dependent on
social networking processes. We provide evidence from the contrasting experiences of
two project teams in two different case companies that were each involved in the

ERP systems and technological discourse shift: Managing the

implementation journey
International Journal of Accounting Information Systems, Vol. 7, Issue: 3,
September, 2006. pp. 217-237
Rose, Jeremy; Kraemmergaard, Pernille
In an implementation of an ERP system in a large Danish production company (here
referred to as Omega), discourse surrounding the project changed appreciably during
the course of the project. Drawing on recent adaptations of discourse theory, we provide
a theoretical model which relates technological discourse to actions and outcomes.

Group cohesion in organizational innovation: An empirical examination of

ERP implementation
Information and Software Technology, Vol. 48, Issue: 4, April, 2006. pp. 235-244
Wang, Eric T.G.; Ying, Ta-Chung; Jiang, James J.; Klein, Gary

Enterprise Resource Planning systems present unique difficulties in implementation in

that they typically involve changes to the entire organization and are a novel application
for the organization. These characteristics add to the importance of making groups more
cohesive in their goals, commitment, and ability to work toward completion of the

A knowledge management system for ERP implementation

Systems Research and Behavioral Science, Vol. 23, Issue: 2, March/April 2006.
pp. 157 - 168
Li, Yuan; Liao, Xiu Wu; Lei, Hong Zhen
An enterprise resource planning (ERP) is an enterprise-wide application software
package that integrates all necessary business functions into a single system with a
common database. Its implementation is a complex process in terms of technology
preparation and organizational change management. Although the importance of
knowledge management (KM) in ERP implementation

Theory and practice of systems methodology in ERP implementation

Systems Research and Behavioral Science, Vol. 23, Issue: 2, March/April 2006.
pp. 219 - 235
Zhang, Li; Li, Yue Chuan
The application and evolution of MRP II/ERP can be roughly divided into three stages:
the introduction stage, the growth stage, and the maturity stage. A successful ERP
implementation requires knowledge on both ERP systems and business management.
In implementing ERP, the business processes of those enterprises adopted ERP
systems need

Organizational performance effects of ERP systems usage: The impact of

post-implementation changes
International Journal of Accounting Information Systems, Vol. 7, Issue: 1, March,
2006. pp. 18-35
Nicolaou, Andreas I.; Bhattacharya, Somnath
This paper examines the long-term financial performance effects of ERP system
changes/revisions for firms that have previously reported ERP adoptions. The study is
motivated by the mixed results of recent studies examining the financial effects of ERP
systems and by studies which demonstrate that ERP implementations are modular in

Exploring knowledge sharing in ERP implementation: an organizational

culture framework

Decision Support Systems, Vol. 41, Issue: 2, January, 2006. pp. 411-434
Jones, Mary C.; Cline, Melinda; Ryan, Sherry
This is a multi-site case study of firms that have implemented enterprise resource
planning (ERP) systems. It examines eight dimensions of culture and their impact on
how ERP implementation teams are able to effectively share knowledge across diverse
functions and perspectives during ERP implementation. Through synthesizing the data,
we develop

Interpreting an ERP-implementation project from a stakeholder perspective

International Journal of Project Management, Vol. 24, Issue: 1, January, 2006.
pp. 38-52
Boonstra, Albert
ERP-systems are software packages that enable the integration of transactions oriented
data and business processes throughout an organisation. ERP-implementation projects
can be viewed as processes of organisational change: many problems related to ERPimplementation are related to a misfit of the system with the characteristics of the
organisation. This article uses

ERP implementation efforts at three firms: Integrating lessons from the

SISP and IT-enabled change literature
International Journal of Operations and Production Management, Vol. 26, Issue:
11, 2006. pp. 1223-1239
Bozarth, Cecil
Purpose - To compare actual company ERP implementation practices with the
prescriptions found in the strategic information systems planning (SISP) and IT-enabled
change management literature. Design/methodology/approach - The case study method
is used to study ERP specification, selection, and implementation efforts at three
companies. The main sources of data were structured

The recovery of BPR implementation through an ERP approach: A hospital

case study
Business Process Management Journal, Vol. 12, Issue: 5, 2006. pp. 576-587
Huq, Ziaul; Martin, Thomas N.
Purpose - The purpose of this paper is to compare the approaches towards
implementation of business process reengineering (BPR), and to provide some evidence
as to which approach offers a greater chance of success. Design/methodology/approach

- A hospital case analysis is used to study where both top-down/participative BPR and
enterprise resource

A framework of ERP systems implementation success in China: An

empirical study
International Journal of Production Economics, Vol. 98, Issue: 1, October 18,
2005. pp. 56-80
Zhang, Zhe; Lee, Matthew K.O.; Huang, Pei; Zhang, Liang; Huang, Xiaoyuan
Enterprise resource planning (ERP) system is one of the most widely accepted choices
to obtain competitive advantage for manufacturing companies. However, the successful
implementation rate is low and many firms did not achieve intended goals in China. This
study develops an ERP implementation success framework by adapting the Ives et

ERP implementation failures in China: Case studies with implications for

ERP vendors
International Journal of Production Economics, Vol. 97, Issue: 3, September 18,
2005. pp. 279-295
Xue, Yajiong; Liang, Huigang; Boulton, William R.; Snyder, Charles A.
Chinese enterprise resource planning (ERP) vendors have been able to defend the
challenge from global ERP leaders such as SAP and Oracle. This article seeks possible
reasons for major international ERP vendors not being able to dominate the Chinese
ERP market. Taking an ensemble view of technology, we conceptualize ERP

Critical factors for successful ERP implementation: Exploratory findings

from four case studies
Computers in Industry, Vol. 56, Issue: 6, August, 2005. pp. 529-544
Motwani, Jaideep; Subramanian, Ram; Gopalakrishna, Pradeep
As more and more organizations move from functional to process-based IT
infrastructure, ERP systems are becoming one of today's most widespread IT solutions.
However, not all firms have been successful in their ERP implementations. Using a case
study methodology grounded in business process change theory, this research tries to

Identifying critical issues in enterprise resource planning (ERP)

Computers in Industry, Vol. 56, Issue: 6, August, 2005. pp. 545-557

Ehie, Ike C.; Madsen, Mogens

Much has been written on implementation of enterprise resource planning (ERP)
systems in organizations of various sizes. The literature is replete with many cases
studies of both successful and unsuccessful ERP implementations. However, there have
been very few empirical studies that attempt to delineate the critical issues that drive

The implementation and deployment of an ERP system: An industrial case

Computers in Industry, Vol. 56, Issue: 6, August, 2005. pp. 588-605
Berchet, Claire; Habchi, Georges
This article concerns the integration and deployment of the ERP project at Alcatel, a
telecommunications company. After a short presentation of the main activities managed
by the ERP system, we propose a five-stage deployment model (selection of the vendor
and software, deployment and integration, stabilisation, progression, evolution), then we

Implementation and optimisation of ERP systems: A better integration of

processes, roles, knowledge and user competencies
Computers in Industry, Vol. 56, Issue: 6, August, 2005. pp. 620-638
Worley, J. Hermosillo; Chatha, K.A.; Weston, R.H.; Aguirre, O.; Grabot, B.
The implementation of enterprise resource planning (ERP) systems is nowadays a key
issue for companies. The problems that can appear during their integration, which is
always a difficult task, are nowadays better identified, even if their origins are often
multiple and complex. This study focuses on the integration of the

The dynamics of contextual forces of ERP implementation

Journal of Strategic Information Systems, Vol. 14, Issue: 2, June, 2005. pp. 221242
Nandhakumar, Joe; Rossi, Matti; Talvinen, Jari
This paper reports the findings of an in-depth case study of implementing Enterprise
Resource Planning Systems (ERP) in a long-established multinational company within
the telecommunication sector. The company streamlined its operations through an
ambitious business process redesign initiative and introduced an ERP system. The study
examines the emergence of the

The impacts of charismatic leadership style on team cohesiveness and

overall performance during ERP implementation

International Journal of Project Management, Vol. 23, Issue: 3, April, 2005. pp.
Wang, Eric; Chou, Huey-Wen; Jiang, James
Though several key enterprise resource planning (ERP) implementation factors,
including top management commitment and support, change management, and
consultants' support haven been broadly discussed in literature, other factors such as
leadership style and team cohesiveness have recently received more attention in
technical project implementation [Thite M. Leadership styles in information

Key lessons from the implementation of an ERP at Pratt and Whitney

International Journal of Production Economics, Vol. 95, Issue: 2, February 18,
2005. pp. 151-163
Tchokogue, Andre; Bareil, Celine; Duguay, Claude R.
This article uses a case study approach to evince the lessons learned from a successful
implementation of an ERP system. It points out some strategic, tactic and operational
considerations inherent in an ERP implementation that are prerequisites to effective
organizational transformation required by a system implementation such as SAP R/3.

ERP system and implementation-process benefits: Implications for B2B eprocurement

International Journal of Operations and Production Management, Vol. 25, Issue:
4, 2005. pp. 304-319
Bendoly, Elliot; Schoenherr, Tobias
Purpose - The purpose of this work is to empirically demonstrate the synergistic
implications of enterprise resource planning (ERP) systems and emerging intraorganizational technologies. Design/methodology/approach - Using established
operational theory as a foundation, the article analyzes the history of ERP use and its
impact on gains from business-to-business (B2B) purchasing technologies.

Causes influencing the effectiveness of the post-implementation ERP

Industrial Management and Data Systems, Vol. 105, Issue: 1, 2005. pp. 115-132
Yu, Chian-Son
Purpose - This article aims to find a chain of causal relations affecting the operating
effectiveness of the implemented enterprise resource planning (ERP) system instead of
focusing on either the evaluation of software/vendors/consultants or critical successful

factors (CSF) identification for ERP implementation, a course followed by the dominant
ERP literature. Design/methodology/approach

Goal directed project management methodology for the support of ERP

implementation and optimal adaptation procedure
Information Management and Computer Security, Vol. 13, Issue: 1, 2005. pp. 5571
Metaxiotis, Kostas; Zafeiropoulos, Ioannis; Nikolinakou, Konstantina; Psarras,
Purpose - To control and reduce the time and the cost of implementation and to achieve
optimal adaptation of the processes and structures of the enterprise in an ERP
environment. Design/methodology/approach - This paper presents a fundamental
methodology based on goal directed project management (GDPM) principles which
supports the complicated process

Dynamic risk management system for the modeling, optimal adaptation

and implementation of an ERP system
Information Management and Computer Security, Vol. 13, Issue: 3, 2005. pp.
Zafiropoulos, Ioannis; Metaxiotis, Kostas; Askounis, Dimitris
Purpose - This paper aims to deal with the development of a risk management
application for the modelling, optimal adaptation and implementation of an ERP system.
Design/methodology/approach - This paper presented a risk management application for
the modeling, optimal adaptation and implementation of an ERP system. The application
was tested with

Impediments to successful ERP implementation process

Business Process Management Journal, Vol. 11, Issue: 2, 2005. pp. 158-170
Kim, Yongbeom; Lee, Zoonky; Gosain, Sanjay
Purpose - As the number of organizations that have implemented enterprise
resourceplanning (ERP) systems unsuccessfully increase, it is necessary to establish
the impediments in ERP implementations and the extent to which these impact the
success of ERP projects. This study aims to identify the critical impediments that large
organizations face in

Success and failure factors of adopting SAP in ERP system implementation

Business Process Management Journal, Vol. 11, Issue: 5, 2005. pp. 501-516

Gargeya, Vidyaranya B.; Brady, Cydnee

Purpose - Enterprise resource planning (ERP) systems are software packages that allow
companies to have more real time visibility and control over their operations. This paper
aims to investigate and analyze common circumstances that occur within most ERP
projects, and determines the areas that are key to success versus those that

Aligning ERP implementation with competitive priorities of manufacturing

firms: An exploratory study
International Journal of Production Economics, Vol. 92, Issue: 3, December 18,
2004. pp. 207-220
Yen, HsiuJu Rebecca; Sheu, Chwen
Companies worldwide have made substantial investments in installing enterprise
resource planning (ERP) systems. In the meantime, implementing ERP systems has
proven unexpectedly difficult, and the final benefits have been uncertain. Several
researchers have concluded that the failures are usually the result of business problems
instead of technical difficulties. ERP systems

National differences and ERP implementation: issues and challenges

Omega, Vol. 32, Issue: 5, October, 2004. pp. 361-371
Sheu, Chwen; Chae, Bongsug; Yang, Chen-Lung
Multinational ERP implementation introduces another dimension of complexity-national
differences-into the already complex nature of ERP implementation in the context of
global information management. This study reviewed several issues critical to the
success of international ERP implementation. Using both case research and secondary
data, we examined ERP implementation at several multinational

Change management underpins a successful ERP implementation at

Marathon Oil
Journal of Organizational Excellence, Vol. 23, Issue: 4, Autumn (Fall) 2004. pp.
15 - 22
Stapleton, Gregg; Rezak, Catherine J.
Enterprise Resource Planning (ERP) systems promise heaven, but the implementation
is often just the opposite-cost overruns, exponentially expanding timelines, functionality
shortfalls, even business failures. Yet ERP is as essential to the "new economy" as
automation was to the old. Marathon Oil Corporation made this business-critical
changeover in record time and

An extension of the technology acceptance model in an ERP

implementation environment
Information and Management, Vol. 41, Issue: 6, July, 2004. pp. 731-745
Amoako-Gyampah, Kwasi; Salam, A.F.
This paper presents an extension to the technology acceptance model (TAM) and
empirically examines it in an enterprise resource planning (ERP) implementation
environment. The study evaluated the impact of one belief construct (shared beliefs in
the benefits of a technology) and two widely recognized technology implementation
success factors (training and

ERP-Enterprise Resource Planning: A cost-based business case and

implementation assessment
Human Factors and Ergonomics in Manufacturing, Vol. 14, Issue: 3, Summer
2004. pp. 239 - 256
Han, S. W.
This article provides the key factors that are critical to the successful implementation of
enterprise resource planning (ERP). It reports the results of a study carried out to assess
a number of different ERP implementations in different organizations. A case study
method of investigation was used, and the experiences of

Enterprise information systems project implementation: A case study of

ERP in Rolls-Royce
International Journal of Production Economics, Vol. 87, Issue: 3, February 18,
2004. pp. 251-266
Yusuf, Yahaya; Gunasekaran, A.; Abthorpe, Mark S.
Economic globalisation and internationalisation of operations are essential factors in
integration of suppliers, partners and customers within and across national borders, the
objective being to achieve integrated supply chains. In this effort, implementation of
information technologies and systems such as enterprise resource planning (ERP)
facilitate the desired level of integration.

ERP implementation factors: A comparison of managerial and end-user

Business Process Management Journal, Vol. 10, Issue: 2, 2004. pp. 171-183
Amoako-Gyampah, Kwasi

Past research has identified factors that are important to the successful implementation
of enterprise resource planning (ERP) systems. However, the identification of these
factors has often been based on the perceptions of senior members within organizations
that are implementing these systems. In this study, the perceptions of managers and
end-users on

An investigation of critical management issues in ERP implementation:

emperical evidence from Canadian organizations
Technovation, Vol. 23, Issue: 10, October, 2003. pp. 793-807
Kumar, Vinod; Maheshwari, Bharat; Kumar, Uma
The study investigates critical management issues in Enterprise Resource Planning
(ERP) implementation projects such as selection of ERP vendor, project manager, and
implementation partners; constitution of project team; project planning, training,
infrastructure development, on-going project management; quality assurance and
stabilization of ERP. The innovation process study approach is taken and

Using a case study to test the role of three key social enablers in ERP
Information and Management, Vol. 40, Issue: 8, September, 2003. pp. 813-829
Sarker, Suprateek; Lee, Allen S.
The literature indicates that three key social enablers-strong and committed leadership,
open and honest communication, and a balanced and empowered implementation team
are necessary conditions/precursors for successful enterprise resource planning (ERP)
implementation. In a longitudinal positivist case study, we find that, while all three
enablers may contribute to ERP implementation

ERP Implementation: Chief Information Officers' Perceptions of Critical

Success Factors
International Journal of Human-Computer Interaction, Vol. 16, Issue: 1, August
2003. pp. 5-22
Fui-Hoon Nah, Fiona; Zuckweiler, Kathryn M.; Lee-Shang Lau, Janet
This article reports the results of a survey of Chief Information Officers (CIOs) from
Fortune 1000 companies on their perceptions of the critical success factors in Enterprise
Resource Planning (ERP) implementation. Through a review of the literature, 11 critical
success factors were identified , with underlying subfactors, for successful ERP

Implementation Partner Involvement and Knowledge Transfer in the

Context of ERP Implementations

International Journal of Human-Computer Interaction, Vol. 16, Issue: 1, August

2003. pp. 23-38
Haines, Marc N.; Goodhue, Dale L.
Enterprise Resource Planning (ERP) systems are difficult and costly to implement.
Studies show that a large portion of the overall implementation cost can be attributed to
consulting fees. Indeed, hardly any organization has the internal knowledge and skills to
implement an ERP system successfully without external help. Therefore, it becomes

Analyzing ERP Implementation at a Public University Using the Innovation

Strategy Model
International Journal of Human-Computer Interaction, Vol. 16, Issue: 1, August
2003. pp. 57-80
Siau, Keng; Messersmith, Jake
Enterprise Resource Planning (ERP) systems have revolutionized the way companies
are using information technology in their businesses. ERP was created in an effort to
streamline business processes and has proven to be successful in many operations.
Unfortunately, not all ERP implementations have met expectations. One way that
businesses may be

Misalignments in ERP Implementation: A Dialectic Perspective

International Journal of Human-Computer Interaction, Vol. 16, Issue: 1, August
2003. pp. 81-100
Soh, Christina; Kien Sia, Siew; Fong Boh, Wai; Tang, May
Enterprise resource planning (ERP) systems are often not fully aligned with the
implementing organization. It is important to understand their sources of misalignments
because they can have significant implications for the organization. From a dialectic
perspective, such misalignments are the result of opposing forces that arise from
structures embedded in the ERP package and the organization.

ERP implementation: lessons from a case study

Information Technology and People, Vol. 16, Issue: 1, 2003. pp. 21-33
Al-Mashari, Majed; Al-Mudimigh, Abdullah
Many organizations have moved from stand-alone business information systems
applications to integrated enterprise-wide systems, enterprise resource planning (ERP).
The implementation of ERP packages has created an opportunity to re-engineer
business processes within and beyond the organizational scope. Most notably, SAP R/3
has been widely implemented to create value-oriented business processes that

An innovation-diffusion view of implementation of enterprise resource

planning (ERP) systems and development of a research model
Information and Management, Vol. 40, Issue: 2, December, 2002. pp. 87-114
Rajagopal, Palaniswamy
Firms around the world have been implementing enterprise resource planning (ERP)
systems since the 1990s to have an uniform information system in their respective
organizations and to reengineer their business processes. Through a case type analysis
conducted in six manufacturing firms that have one of the widely used ERP systems,

The critical success factors for ERP implementation: an organizational fit

Information and Management, Vol. 40, Issue: 1, October, 2002. pp. 25-40
Hong, Kyung-Kwon; Kim, Young-Gul
Since early 1990s, many firms around the world have shifted their information
technology (IT) strategy from developing information systems in-house to purchasing
application software such as enterprise resource planning (ERP) systems. IT managers
responsible for managing their organization's ERP implementation view their ERP
systems as their organizations' most strategic computing

Tell me a good story: using narrative analysis to examine information

requirements interviews during an ERP implementation
ACM SIGMIS Database, Vol. 33, Issue: 1, February 1, 2002. pp. 38-52
Alvarez, Rosio ; Urla, Jacqueline
This paper reports on a participant-observation study examining how clients use
narratives to convey information during ERP requirements analysis interviews.
Techniques drawn from narrative analysis are used to analyze the structure and content
of different types of narratives clients tell during requirements analysis interviews. First,
findings reveal that interviewees organized

Successful implementation of ERP projects: Evidence from two case

International Journal of Production Economics, Vol. 75, Issue: 1-2, January 10,
2002. pp. 83-96
Motwani, Jaideep; Mirchandani, Dinesh; Madan, Manu; Gunasekaran, A.
This research examines what factors facilitate or inhibit the success of ERP projects and
what actions can be taken to bring troubled ERP projects under control. It uses a case

study methodology grounded in business process change theory to compare a

successful ERP implementation with an unsuccessful one. Data was

ERP implementation in rural health care

Journal of Management in Medicine, Vol. 16, Issue: 2-3, 2002. pp. 113-132
Trimmer, Kenneth J.; Pumphrey, Lela D. "Kitty"; Wiggins, Carla
Enterprise resource planning (ERP) systems provide organizations with the opportunity
to integrate individual, functionally-oriented information systems. Although much of the
focus in the popular press has been placed on ERP systems in large for-profit
organizations, small hospitals and clinics are candidates for ERP systems. Focusing
information systems on critical success factors

ERP systems implementation: best practices in Canadian government

Government Information Quarterly, Vol. 19, Issue: 2, 2002. pp. 147-172
Kumar, Vinod; Maheshwari, Bharat; Kumar, Uma
ERP (Enterprise resource planning) systems implementation is a complex exercise in
organizational innovation and change management. Government organizations are
increasing their adoption of these systems for various benefits such as integrated realtime information, better administration, and result-based management. Government
organizations, due to their social obligations, higher legislative and public accountability,

Change management strategies for successful ERP implementation

Business Process Management Journal, Vol. 7, Issue: 3, 2001. pp. 266-275
Aladwani, Adel M.
When implementing an enterprise resource planning (ERP) system, top management
commonly faces an unwanted attitude from potential users - for one reason or another,
they resist the implementation process. Top management should, therefore, proactively
deal with this problem instead of reactively confronting it. In this paper, I describe an
integrated, process-oriented approach for facing the complex social problem of workers'
resistance to ERP.

ERP implementation issues in advanced and developing countries

Business Process Management Journal, Vol. 7, Issue: 3, 2001. pp. 276-284
Huang, Zhenyu; Palvia, Prashant

There is an increasing need to implement a total business solution which supports major
functionalities of a business. Enterprise resource planning (ERP) software is designed to
meet this need, and has been widely adopted by organizations in developed countries.
Meanwhile, ERP is beginning to appear in many organizations of developing countries.

Supply-chain re-engineering using enterprise resource planning (ERP)

systems: an analysis of a SAP R/3 implementation case
International Journal of Physical Distribution and Logistics Management, Vol. 30,
Issue: 3-4, May 23, 2000. pp. 296-313
Al-Mashari, Majed; Zairi, Mohamed
The development of enterprise resource planning (ERP) packages has created an
opportunity to re-engineer supply chains within and beyond the organizational scope.
Most notably, SAP R/3 has been widely implemented to create value-oriented supply
chains that enable a high level of integration, improve communication within internal and
external business networks, and

Our experience and learning in ERP implementation

ACM SIGSOFT Software Engineering Notes, Vol. 25, Issue: 2, March 1, 2000.
pp. 31-34
Agarwal, Rakesh ; Raha, Arup Ratan; Ghosh, Bhaskar
Information systems developed to support the functional units of a complete enterprise
(referred in this paper as "application package") only serve standard industry processes.
Very often, the business processes that differentiate an organization from another are
the processes that define their competitive edge. This competitive edge can be achieved

Efficiency improvement in manual warehouses through ERP systems

implementation and redesign of the logistics processes
Logistics Information Management, Vol. 12, Issue: 5, 1999. pp. 367-377
Rizzi, Antonio; Zamboni, Roberto
Deals with the issues related to the implementation, in a manual finished goods
warehouse, of an ERP information system aimed at improving warehouse internal
logistics efficiency. Specifically it is observed that the mere implementation of an
integrated warehouse management information system does not actually guarantee the
optimization of warehouse logistics. Rather,