ERP implementation

Purpose: ERP implementation comes with huge business competitive advantages nevertheless it also has its difficulties and challenges. This paper presents the findings of field work and interview conducted on issues and challenges of ERP implementation on small and medium enterprises (SMEs). It proposes implementation strategies at each of the implementation stages for a successful ERP implementation within SMEs. Design/methodology/approach: The study employed both personal interview and observation methods. Findings: The findings revealed that reengineering (organization and infrastructures), top management commitment, funds, skilled manpower, implementation time and data fill-in were the critical issues and challenges faced by SMEs during ERP implementation. Hence, these factors were identifies as ERP implementation successful factors to be considered by SMEs. Also the study proposed three implementation strategies stages which will enhance successful ERP implementation in the SMEs...

Enterprise resource planning (ERP) system implementation necessitates substantial organizational and technological changes. These will have an impact on system stakeholders with various viewpoints and interests. It is crucial to analyze stakeholders in these situations and others like them to comprehend their attitudes and expectations toward the system. This experience report discusses problems with a medical institution's regular SAP ERP setup. This report includes insights and suggestions based on traditional system experience regarding a project to adopt SAP ERP at a healthcare facility. It ought to be a beneficial resource for all parties participating in the ERP installation process in the public healthcare sector. Many hospitals struggle to implement system analysis programs (SAP) and enterprise system programs (ERP) to assist in their business processes. The SAP ERP System is an integrated and consolidated way of easily flowing information within the organization's department. The authors identified hospitals' failure to implement a suitable SAP ERP system that works under their operations, leading to inefficiencies in their supply chain management process. This study addresses significant operational issues and productivity of the hospital management processes by administering 50 questionnaires and using Cronbach's alpha to analyze the responses. The Cronbach alpha is considered acceptable if the result is above 0.70. Our Cronbach result is 0.77. The benefits and difficulties of using SAP ERP provide a comprehensive review of the operations of Hospital and Healthcare Centre SAP ERP system digital transformations in supply chain management. Furthermore, the authors developed a framework to assist in choosing the proper tracking and transferring of information within the hospital technology that we named hospitec.

Purpose-This research examines the enterprise resource planning system (ERP) SAP implementation in SMEs. Small and Medium Enterprises (SMEs) are challenged by their use of manual working style and operations preparations. Human errors in the preparation and execution of important documents such as financial statements, invoices, purchase orders, and internal sales orders have been overcome by business Intelligence processes that computerize every document, efficiently store, Retrieved, and quickly send or receive copies.
Methodology – This research proposed solution is an ERP theoretical proposed solution
and information evaluation pertinent to the investigation of how to continue and monitor
the performance of the ERP SAP procurement process in SMEs. This research technique
examines difficulties and suggests solutions. It also includes the stages of the
procurement process and the benefit of the enterprise resource planning process, use
cases and tables were used to represent the findings generated. Other elements
contributing to the ERP procurement process are examined, including the challenges and
solutions SMEs face. Furthermore, research on enterprise resource procurement and
business intelligence (ERPBI) is conducted to gain in-depth knowledge on how the performance of ERP procurement, including ERP SAP, has been monitored in the
existence of SMEs.
Findings - ERP implementation and SMEs' outcomes were studied using the explorative
approach. To validate the model being created, eight individuals from Business and
academia with experience in ERP systems were contacted during the development of the
tools. The overall findings offer helpful hints on how organizational and operational
elements interact to ensure the successful implementation of ERP. Implementing ERP
systems is considered both from the process and organizational learning and knowledge
management perspectives. 
Practical Implications – ERP companies concentrate more on SMEs due to the near
saturation of ERP adoptions in Large Enterprises (LE). Additionally, many SMEs are
implementing ERP systems due to globalization, collaboration, value networks, and the
massive information flow between and within SAMEs today. Adoption risks stem from
SMEs' limited resources and unique qualities that set them apart from Large Enterprises
(LE). This article's primary goal is to highlight the aspect of the ERP in the SME domain
that needs further research, suggest future research directions, and give the most recent
research findings that could help buyers, suppliers, and SMEs when starting ERP projects.
More so, there are advantages to implementing an ERP system successfully. However,
there is already evidence of substantial failure risks in ERP implementation projects. The
non-technical parts of the implementation project are frequently neglected or given less
attention by the project managers, who, instead, concentrate primarily on the technical
and financial aspects of the project. Therefore, the study of ERP deployment success is
one of the key research topics in ERP systems today.
Research Limitations – This study contributes to the knowledge of SMEs' ERP intelligence and procurement process implementation.

Original scientific paper Recently, studies about the Enterprise Resource Planning (ERP) have been increased and this research area has attracted more attention. Especially, in the global competition environment, enterprises have to focus on their Information Systems (IS) performance to have a competitive advantage; implementing an ERP system and improving the effectiveness of the system is the only way. However every sector reacts to ERP implementation differently. Purpose of this study is to rank the sectors according to their performance increments after successful ERP implementations by using AHP-TOPSIS hybrid method. As a result, general structure of Turkish companies will be pictured and the sectors which have the most chance to improve their performance by utilizing an ERP system will be defined. These findings will help the companies to plan the implementation process more precisely and help the managers of these companies to define their expectations more clearly. A numeric...

Background: Enterprise resource planning (ERP) is critical to enhancing the ability to control commercial activities and results in a competitive advantage when combined with an organisation's existing competitive advantages. However, our practise review reveals that end users resist ERP implementation because the resulting changes will alter the current status quo. The implementation of an ERP system in an organisation is complex as it affects multiple areas of the business. Resistance to change is cited as a factor of ERP failure. Methods: In this study, we conducted a systematic literature review using Transfield's five stages and established a conceptual framework for ERP system implementation in science and technology parks (STPs). Articles collected from Emerald, Science Direct, ProQuest and Scopus databases between 1 st June 2021 and 15 th June 2021. Two authors were assigned to check the suitability of the articles in order to avoid risk of bias. Articles were analysed based on components of a research paper and the data was tabulated using MS Excel. Results: Only eight papers (0.011% of all the papers) appeared when we searched for papers related to ERP with a focus on post ERP Implementation, end-user behaviours, organisational performance, and the accelerated SAP (system application and product) methodology. We found that there are hardly any articles on ERP post implementations in STP context particularly based on the evaluation part of accelerated SAP.

The Influence of Top Management Support on Knowledge Sharing during the Implementation of ERP Systems in Kenya 1. Introduction Many organizations today are looking for ways in which they can improve their businesses in response to the growing global competition. One approach that has been used in this regard is the implementation of information systems such as Enterprise Resource Planning (ERP) systems (Annamalai & Ramayah, 2011). Businesses of all sizes are using these systems in order to improve their efficiency, profitability and business performance (Kilic et al., 2015). During the ERP implementation process, vast amounts of knowledge about the existing organizational processes and knowledge contained in legacy systems is required and the environment to do this exhausts a great part of the implementation team effort .The challenge therefore becomes creating an environment that enables the sharing of the various forms of knowledge during the ERP implementation. Top management has an important role to play in this regard. Knowledge Management (KM) is one way through which organizations can minimize knowledge sharing difficulties, especially during implementation of ERP systems. In an ERP environment, knowledge management makes the knowledge transfer between consultants, IT staff, business process engineers, and management possible (Guo et al., 2006). Firms often ignore knowledge sharing until it is too late, as people do not easily or willingly share what they know (Brown & Vessey, 1999). This often leaves a large gap in knowledge among ERP implementation personnel, and people do not easily share what they know (Jones & Price, 2005). KM has become recognized as a significant source of competitive advantage with Murray (2002) positing that success in business and projects can be achieved through effective implementation of sound KM strategies and adopting knowledge-based strategies. Top management support being one of the KM infrastructural dimensions in organizations has shown greatest success in Knowledge Management. This has been through appointment of a senior-level executive to assume the mantle of full-time chief knowledge officer (Gopal & Gagnon, 1995). Senior management establishes incentives for those employees who support organizational norms by demonstrating their commitment to KM efforts (Kulkarni, 2006). Other infrastructural dimensions include organizational culture, organizational structure and IT support.

Various sources point out very high percentages of failures to implement ERP systems. In this work, the main difficulties for this task are analyzed and a systematic classification of fundamental reasons is intended. By considering the reasons that lead to failure, a simple and effective mechanism is generated to evaluate in advance complications the project might present. In this way, the tools to be used can be adjusted to the specific characteristics of the project. Somehow, it is intended to solve the problem presented by general methodologies, which are used for any kind of enterprise, without previously considering its conditions and state to face this type of projects.

This study focuses on documenting the barriers of knowledge integration between the organizational culture and the bestpractices supported by an ERP system using an Action Research approach. The findings contribute to the ERP literature because they provide managers with different knowledge integration barriers that appear during ERP implementation, and how authors, using an AR methodology, surpassed these problems. Moreover, this study offers a knowledge integration perspective to understand the ERP implementation as a whole process that involves internal and external stakeholders. In this regard, the training with a holistic vision is suggested to increase the likelihood of success of the ERP implementation project. Finally, some trends for future research are provided.

The purpose of this study is to examine the influence of project management on enterprise resource planning (ERP) system integration. A model was developed, and data gathered through a survey instrument to test the hypothesized model relationships. The model relationships were tested using factor analysis and multiple linear regression analysis. The results indicate that ERP system integration results in differential performance benefits to firms; further, project management increases the performance benefits that accrue from ERP systems integration. The findings suggest that increased performance benefits are obtained when firms ensure that ERP system integration and project management go in tandem with each other.

Competitive pressures are forcing organizations to be agile and flexible. Response to changing environmental conditions is an important factor in determining corporate performance. Organizational flexibility is in turn closely related to the management of information systems. Organizations with flexible IS functions are in a position to be more responsive and take advantage of changes in both their internal and external

Organizations have made significant investments in ERP systems with the strategic expectation that employees will utilize this technology to enhance organizational performance. However, research indicates that ERP systems are under-utilized. In order to entangle the challenge of under-utilization, this paper addresses the impact of control and empowerment on infusionthe deep and comprehensive usage of an information system. We apply a longitudinal design with two measurements to research whether the level of infusion of ERP users changes over time, and if so to what extent. Moreover we hypothesize that 'soft' characteristics like the organizational position, organization commitment and trust influence the relation between control, empowerment and the level of infusion of the ERP user. A survey was conducted in a large public organization which has been using an ERP system for several years. A sample of 178 matched pairs (For T1 and T2) of ERP system users and their supervisors has been collected. In this research in progress we present the theoretical mechanisms and methodological framework we employed for the data collection.

A review of the literature on successful implementation of ERP reveals that there are many case studies undertaken by researches, but very few have empirically examined the success factors of ERP implementation. While most of those empirical studies were undertaken in Western countries, very few had examined the implementations in Middle Eastern countries and none in Saudi Arabia. Factors and challenges of ERP implementation in developing countries differ from those of Western countries. Hence a gap in the literature that examines Middle Eastern countries exists. This study is motivated to fill such gap by going beyond case study and boundaries of Western counties to empirically examine the determinants of successful ERP implementation in Saudi Arabia. The main purpose of this study is to examine the influence of some critical factors on successful implementation of ERP.

Organizational processes today are markedly different than they were several years ago. Processes are what organizations do. When processes become old and inefficient and can‟t deliver results that they were originally designed to, they can‟t cope up the business dynamics in the environment in which they operate, they must be replaced. Business Process Reengineering (BPR) is a process-based management tool that can deliver, redesign or replace inefficient processes, as required, with a breakthrough results. As such it can be applied to a single process, a group of processes, or the entire processes comprising the organization. The Purpose of this study is to assess the effect of BPR on organizational performance of Water works construction enterprise (WWCE). In the study, both quantitative and qualitative data collection methods were employed. The data for current study were obtained from primary and secondary sources. The instrument used to gather data for quantitative study was qu...

he notion that a company can and ought to have an expert (or a group of experts) create for it a single, completely integrated supersystem-an 'MIS'-to help it govern every aspect of its activity is absurd." (Dearden, 1972, p. 101) 173 For some 20 years after John Dearden wrote these words, history proved him right. Today, however, there is a booming market for software packages claiming to provide a total, integrated solution to companies' information-processing needs. Even companies that choose not to adopt such packages are pursuing aggressive strategies of systems integration by redeveloping custom software and adopting technologies such as data warehousing. Integrated enterprise systems deserve serious research attention because of their great potential for financial, technical, managerial, human, and strategic benefits, costs, and risks. This chapter provides a theoretical framework for analyzing, both retrospectively and prospectively, the business value of enterprise systems. We first describe the historical context in which enterprise systems emerged. Next we identify the key characteristics of enterprise systems, discuss the reasons companies do and do not adopt them, and summarize arguments about why enterprise systems are an important topic for research. We then analyze enterprise systems in terms of the concept of success. We argue that the many facets of success create difficulties for Acknowledgments: The authors gratefully acknowledge the support of other members of their research team:

Though several key enterprise resource planning (ERP) implementation factors, including top management commitment and support, change management, and consultantsÕ 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 technology projects.

This paper examines the recent evolution of Enterprise Resource Planning (ERP) systems and explores the critical success factors (CSFs) for project implementation in the digital age. Adopting a qualitative inductive approach, the article first reports on CSFs evident in relevant literature drawn from the past two decades. In the second research phase, interview feedback from nine industry project managers is analysed to identify the CSFs now considered of particular relevance in the digital era. The article concludes that many of the established CSFs remain relevant, but recent research suggests the deployment of digital technologies and the availability of the cloud for ERP operation will mean that CSFs will be re-formulated in new technology and business environments. CSFs related to cloud-based vs on-premise software operation, system configuration and functionality trade-offs, and the integration of digital technologies into ERP products, are likely to emerge in the digital era. Future studies could profitably focus on these largely unresearched aspects of ERP projects, to which this article makes a small contribution that may provide a useful point of reference for subsequent studies.

In the present study we aimed to fulfill two main goals. The first was to adapt the WRQoL-2 Scale among Portuguese workers and the second was to verify the associations between WRQoL-2 dimensions and perceived organizational performance dimensions (e.g., social and economic). To
reach our research goals, we used a sample of 635 Portuguese workers. The WRQoL Scale has been widely used for academic and practical ends and comprises six dimensions: Job and Career Satisfaction, Control atWork, GeneralWell-Being, Home–Work Interface, Stress atWork, andWorking Conditions. Recently, the authors proposed a revised measure—WRQoL-2—in which they added a seventh dimension—Employee Engagement. As this second version had not yet been translated into
the Portuguese language for Portugal, this was our first goal. By performing a set of statistical analyses such as EFA, CFA, reliability, convergent and discriminant validity, and invariant analysis, the results
suggested a six-factor structure where the dimensions of Job and Career Satisfaction and Employee Engagement were united. The final structure suggested good reliability as well as convergent and discriminant validity as it showcased invariance according to gender and sector. Because there is a lack of studies focusing on the links between quality of work life and organizational performance, we then tested the interplay between WRQoL-2 and perceived organizational performance dimensions, and we verified that, although most are significantly associated, the results suggest a low intensity. This work also presents several theoretical and practical implications.

The issue of success or failure of enterprise resource planning (ERP) systems has been under discussion for many years. This manuscript reviews the current status of ERP implementation success. In addition, it reviews progress made over the last several years on ERP. Variables that influence financial executive views on ERP success over time are explored. In general, ERP projects are viewed as moderately successful in 2006, a view that has not changed significantly since 2003. Areas that currently correlate with ERP success include on-budget performance and limited modifications. These influences have changed somewhat since 2003.

Enterprise resource planning (ERP) went through many development cycles since its beginning in the 1970s until it established itself as a backbone of most major enterprises in the world. In spite of its countless advantages, most ERP implementations require heavy customisation to achieve their proclaimed advantages. This paper represents an endeavour to investigate, through a case study, the feasibility of minimising the heavy customisation required by most ERP implementations by selecting the best modules from each vendor and integrating them using enterprise application integration technologies, to form one (integrated) system. In doing so, the paper provides a description of a way to implement a suggested integrated solution, as well as a discussion of how minimising customisation enables enterprises to upgrade their ERP software effortlessly and cost-effectively.

Enterprise resource planning (ERP) systems are highly complex information systems. The implementation of these systems is a difficult and high cost proposition that places tremendous demands on corporate time and resources. Many ERP implementations have been classified as failures because they did not achieve predetermined corporate goals. This article identifies success factors, software selection steps, and implementation procedures critical to a successful implementation. A case study of a largely successful ERP implementation is presented and discussed in terms of these key factors.

In this research, we evaluated user participation and involvement in the context of enterprise resource planning (ERP) systems. Since ERP systems are enterprisewide in scope, these systems have a high level of complexity, and require a different implementation methodology. While most studies analyze implementation at an organization or industry level, there is a dearth in research in ERP system adoption at the individual or user level. In our study, we examine ERP system acceptance at the individual level. In this research, we expected to find differences in the nature of user participation and involvement in ERP compared to other information systems. Using Barki and Hartwick's extension of the theory of reasoned action, a revised model was developed and tested empirically. While Barki and Hartwick's model explains user behavior vis-à-vis user participation and involvement, a more parsimonious model demonstrates that usage dynamics in ERP implementation are different. We complemented our statistical analysis by three case studies. Based on our results we believe that, given the nature of ERP and its implementation, traditionally formalized links between influencers of users' attitude and involvement may need to be revised. We have discussed why we need to seek alternate forms of influencers. In doing so, we suggest that investments be made in preparatory work practices and employee development prior to ERP decisions. Such investments are complementary to information technology and are widespread throughout the firm. We believe that such investments will play a significant role in influencing the attitude of users toward any system and also their involvement.

While a significant number of organizations have attempted to build relationships with their upstream and downstream business partners through inter-organizational systems, not many have been able to successful leverage their investments in such systems. In this paper, we present a framework to analyze complementarities to understand their role in the value added by information technology (IT) in extended enterprises. Our framework integrates interand intra-organizational perspectives from the information systems (IS) standpoint and extends the notion of complementarity between and within processes and technologies at the firm level to the level of extended enterprises. Specifically, we discuss three complementarities, those between processes, between technologies, and between processes and technologies within and across the firms participating in the extended enterprise. We illustrate the utility of the framework by citing the experiences of Cisco, Dell and Ford as examples. The primary contribution of this research lies in the utility of the framework to evaluate the determinants of the performance of IT in an extended enterprise. Practitioners can use this framework to rethink and redeploy the complementarities that exist inside their organizations and extend them to their suppliers, customers and strategic partners.

In this research, we evaluated user participation and involvement in the context of enterprise resource planning (ERP) systems. Since ERP systems are enterprisewide in scope, these systems have a high level of complexity, and require a different implementation methodology. While most studies analyze implementation at an organization or industry level, there is a dearth in research in ERP system adoption at the individual or user level. In our study, we examine ERP system acceptance at the individual level. In this research, we expected to find differences in the nature of user participation and involvement in ERP compared to other information systems. Using Barki and Hartwick's extension of the theory of reasoned action, a revised model was developed and tested empirically. While Barki and Hartwick's model explains user behavior vis-à-vis user participation and involvement, a more parsimonious model demonstrates that usage dynamics in ERP implementation are different. We complemented our statistical analysis by three case studies. Based on our results we believe that, given the nature of ERP and its implementation, traditionally formalized links between influencers of users' attitude and involvement may need to be revised. We have discussed why we need to seek alternate forms of influencers. In doing so, we suggest that investments be made in preparatory work practices and employee development prior to ERP decisions. Such investments are complementary to information technology and are widespread throughout the firm. We believe that such investments will play a significant role in influencing the attitude of users toward any system and also their involvement.

There is evidence that organizations are increasingly acquiring software packages rather than developing them in-house to meet their information systems needs. However, there is no systematic approach to managing projects under this scenario. In this study, we examine project management under acquisition scenario.

UCC Library and UCC researchers have made this item openly available. Please let us know how this has helped you. Thanks! Title Understanding the impact of enterprise systems on management decision making: an agenda for future research Author(s) Carton, Fergal; Adam, Frédéric Publication date 2005-09 Original citation Carton, F. and Adam, F. (2005) 'Understanding the impact of enterprise systems on management decision making: An agenda for future research', Electronic Journal of Information Systems Evaluation, 8(22) pp. 99-106.

Some consulting projects are carried out in virtual teams, which are networks of people sharing a common purpose and working across organizational and temporal boundaries by using information technologies. Multiple investigations covering these teams focus on coordination, group communication and computer supported collaborative work. However, additional perspectives like the formation of teams are also important. Here one should deal with the question: how to form the best team? To approach this question, we have defined team formation as the process of finding the right expert for a given task and allocating the set of experts that best fulfills team requirements. This has been further transformed into a problem of constraint based optimal resource allocation. Our environment for computer supported team formation has been developed by having adopted the brokerage view that consists of mediating experts between peers requesting a team and the ones willing to participate in a team. Computer supported brokerage of experts has been realized as a distributed problem solving that involves entities representing experts, brokers and team initiators.

This study examines empirical evidence from a survey conducted in Omani organizations to determine whether the importance of individual CSFs varies across the ERP implementation life-cycle. The CSFs included in the survey were derived from a structured review of literature. Purposive sampling was used to select ERP stakeholders who had both experience and knowledge of ERP implementations. The survey data are analyzed and used to evaluate four hypotheses: Individual CSFs vary in importance across the ERP implementation life-cycle; The number of CSFs that are important increases across the ERP implementation life-cycle; Categories of CSFs vary in importance across the ERP implementation life-cycle; Technical CSFs are of less importance than other CSFs for successful ERP implementation. The data support the first three, but the fourth is rejected.

Preliminary results of case studies will be presented in this session to provide an initial set of "best practices" and "lessons learned" about year 2000 and euro conversion project management. The cases reveal both similarities and differences in technical, organizational, and strategic approaches to comply with the processing requirements for the arrival of the year 2000 and the euro. Janis Gogan, Bentley College, will discuss year 2000 project management and contingency planning, based on longitudinal case studies of six large organizations. Janice Sipior, Villanova University, will present euro conversion project management issues, based on case studies.

Enterprise resource planning (ERP) systems have emerged as the core of successful information management and the enterprise backbone of organizations. The difficulties of ERP implementations have been widely cited in the literature but research on the critical factors for initial and ongoing ERP implementation success is rare and fragmented. Through a comprehensive review of the literature, 11 factors were found to be critical to ERP implementation success – ERP teamwork and composition; change management program and culture; top management support; business plan and vision; business process reengineering with minimum customization; project management; monitoring and evaluation of performance; effective communication; software development, testing and troubleshooting; project champion; appropriate business and IT legacy systems. The classification of these factors into the respective phases (chartering, project, shakedown, onward and upward) in Markus and Tanis’ ERP life cycle model...

Lanţul logistic este un sistem coordonat de organizaţii, oameni, activităţi, informaţii şi resurse implicate în mişcarea unui produs într-o manieră fizică sau virtuală de la furnizor la client. Activităţile din lanţul logistic transformă materiile prime şi componentele într-un produs care este livrat către consumator sau utilizator. Activitatea de stocare, alături de transport şi de localizarea spaţiilor de producţie sau a depozitelor, reprezintă un factor important care influenţează performanţa lanţului logistic. Stocul cuprinde materiile prime, munca în curs, şi toate produsele finite din cadrul unui lanţ logistic. Schimbarea politicilor de stocare poate duce la modificarea dramatică a eficienţei şi receptivităţii lanţului logistic. Managerii firmelor care fac parte dintr-un lanţ logistic trebuie să identifice principalele categorii de stocuri şi modul în care acestea pot fi dimensionate. La nivelul fiecărei firme se pot identifica stocuri curente, stocuri sezoniere şi stocuri de siguranţă şi se pot calcula o serie de indicatori care pot oferi o imagine a activităţii de stocare. În mod tradiţional, managementul stocurilor reprezintă o provocare deoarece are un impact direct atât asupra costurilor, cât şi asupra nivelului de serviciu. Variaţiile neprevăzute ale cererii şi ofertei conduc la necesitatea menţinerii stocurilor în diferite verigi ale lanţului logistic pentru a răspunde nevoilor clienţilor. În consecinţă, creşterea stocurilor în lanţul logistic va duce la creşterea nivelului de serviciu şi la sporirea veniturilor, dar şi la mărirea costurilor.

Sage X3 is a comprehensive Enterprise Resource Planning (ERP) solution designed to streamline and optimize business operations across various industries. With its robust features and customizable modules, Sage X3 empowers organizations to enhance efficiency, make data-driven decisions, and drive sustainable growth.

PurposeThe purpose of this paper is to discuss the impact of an Enterprise Resources Planning (ERP) system on the role of accountants, to provide job qualifications for their reference.Design/methodology/approachThis research adopts the case study method, using on‐the‐spot interviews and a questionnaire to find out the effects of an ERP system on the role of accountants.FindingsThe role of accountants is mainly to be transaction data handlers and financial report providers. Clearly, accountants must have certain degree of knowledge in the realm of traditional finance accounting. In addition, accounting supervisors think implementing an ERP system changes the role of accountants.Research limitations/implicationsThe data collected by the authors are mainly from the Shanghai Financial Center and regional businesses in Shanghai, Beijing and Taiwan. The authors are only able to study the impact of ERP systems on the role of accountants in the short‐term rather than in the long‐term.Origi...

This paper studies the differential practices of change management in organizations of western origin and compares it with the best practices prevalent in Indian organizations, with special emphasis on social and cultural challenges faced in these countries. Since Enterprise Resource Planning (ERP), as part of an information and communication technology (ICT) initiative, is frequently associated with organization change and transformation in relation to its adaptation, it has been used as the context in this study. The impact of social factors and cultural challenges on change management processes and elements are compared and contrasted using multiple case studies from USA, Canada, European (Western/Eastern) and Indian organizations who have adopted ERP technologies. The conceptual framework highlights cultural and social factors that affect ERP implementation, and offers suggestions to researchers to empirically test these influences using sophisticated analytical methods and deve...

While academic jobs generally provide a good degree of flexibility, academics also tend to work extra hours which can then lead to a poorer work-life balance. In this study, we compare academic vs. non-academic staff and anticipate that academics will generally report a poorer Quality of Working Life, a broad conceptualization of the overall work experience of employees. Secondly, we investigate whether the negative relationships between being an academic and Quality of Working Life variables are made worse by working extra hours, and moderated by the perception of having a balanced work-life interface. Our sample consisted of 1474 academic and 1953 non-academic staff working for nine Higher Education Institutions (HEIs) in the United Kingdom (UK). Data were analyzed via structural equation modelling. Results showed that academics tend to report a poorer Quality of Working Life than non-academics within HEIs, and this is exacerbated by their higher reported number of extra hours worked per week. The work-life balance of employees was found to moderate the negative relationships between academics (vs. non-academics) in variables such as perceived working conditions and employee commitment. We additionally found curvilinear relationships where employees who worked up to 10 extra hours were more satisfied with their job and career and had more control at work than those who either did not work extra hours or worked for a higher number of extra hours. These results extend previous research and provide new insights on work-life balance among academics and non-academics, which in turn may be relevant for the wellbeing practices of HEIs and wider HE policy making.

A predominant understanding in information systems research (ISR) is that technology has institutionalizing, routinizing, and socializing effects in its interaction with users in the human enterprise. Subscribing to these effects from an organizational point of view no longer provides a full understanding of the more complex dynamics in the 21st century workplace inhabited by a vast amount of different technologies with different purposes. Through a critical realist analysis, focusing on patterns in socio-technical structures and more specific actions and outcomes afforded by the recent and forceful adoption of unified communication and collaboration platforms (UCC), the authors see a new, powerful socio-technical mechanism of individualization that is profoundly changing these socio-technical dynamics. Through 18 interviews with knowledge professionals, the study finds that the mechanisms of individualization reduce the influence of the organization as an institutionalizing and soc...

Customer Relationship Management (CRM) implementation has been a daunting and exhaustive experience for many organisations. Managers and decision makers find that there is no one 'fixed formula' to guarantee its success. This paper draws from CSF models in ERP implementation and project management, determining their applicability to successful CRM implementation in a B2B context. Eight (8) companies who implemented CRM were scrutinised, in which overlapping issues with ERP Implementation and project management were analysed. This analysis was the foundation of a CSF model for CRM implementation, providing a list of strategic and tactical CSFs that are present when undergoing such a process.

ERP system implementation allows organisations to integrate different departments working in silos, while allowing them to have real-time business visibility and access to centralised information. ERP implementation is fraught with challenges and requires substantial resources and effort with no guarantee of success. The study of ERP implementation is limited mostly to developed countries, but the need for ERP implementation in developing countries is growing. However, many organisations are reluctant to adopt ERP systems, due to lack of implementation experience and fear of a failed implementation. To improve our understanding of what may lead to implementation failure in developing countries, this study adopts a case study research methodology to investigate a failed ERP implementation in a Middle Eastern country, and the critical success factors (CSFs) which contribute towards failure. The fi ndings identify factors, including country and organisational culture, lack of change management strategies, system choice, customisation, and internal politics as contributing towards implementation failure. This study provides insights into the role of CSFs in ERP implementation failure in developing countries. The critical factors identifi ed, appear to be correlated, meaning changes in one factor, will have an impact on another. The study provides organisational guidance for planning implementation strategy, based on the role of CSFs during implementation. Further, by drawing on the fi ndings, we relate how an organisation can better utilise and prioritise CSFs to avoid a failed implementation.

Various sources point out very high percentages of failures to implement ERP systems. In this work, the main difficulties for this task are analyzed and a systematic classification of fundamental reasons is intended. By considering the reasons that lead to failure, a simple and effective mechanism is generated to evaluate in advance complications the project might present. In this way, the tools to be used can be adjusted to the specific characteristics of the project. Somehow, it is intended to solve the problem presented by general methodologies, which are used for any kind of enterprise, without previously considering its conditions and state to face this type of projects.

This study examines the relationship between management accounting and integrated information systems by investigating the existing literature on the subject. The current research has been uncovered, classified and interpreted in order to provide an understandable illustration of the findings of previous studies and to show in what aspects more research is required. This paper also provides a new theoretical framework which enables a structured classification of the reviewed literature

Enterprise Resource Planning (ERP) systems are used by universities to handle the academic services and business processes while providing enhanced experience and services to students. This study begins with a background review of ERPs in higher education institutions, the impact on the business processes through optimization and the importance of critical success factors for easier implementation. Secondly, Academic Planning, a core part of the student module of ERPs for higher education, is analyzed in this paper from the prism of data integration, business process workflow, and process optimization. The issues that arise with development of a module are addressed through a case study at SEE-University. The data and business process workflows are based on an actual study by real implementation at this institution. The findings from this study will serve other universities who are in the process of implementation of an ERP to ease their development process and improve the efficienc...

ERP systems integrate all processes and soŌware users in one computerized environment reshaping organizaƟon to fit into system’s funcƟonaliƟes. ERP system implementaƟon is a complex process with technical and socio‐organizaƟonal issues. As ERP system encompass financial data and management decision modules, accountants are important actors of the system both during implementaƟon and aŌer go‐live stage.

This study deals with the factors that influence diffusion of the Internet market. In order to explain diffusion of the Internet market, innovation-IT-diffusion theory is used. Internal factors and external factors influence the adoption level of the Internet market. Internal factors include top management support, existence of champion, cost incentive, inclination toward new technology, and absorptive capacity. External factors indicate institutional support, competitors move, and customer pressure. Those factors will explain the level of adoption such as non-adopter, made adoption decision, low level implementation, and sophisticate implementation. To test hypotheses, LOGIT analysis is used. The results may give some implication to the managers of the companies that intend to participate or already participated in electronic commerce.