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Is the use of an online course delivery format, when compared with the more traditional face-to-face format, good or bad in the context of university education? Those who subscribe to the no-significant-difference perspective argue that online delivery is good, because it allows students with time and geographic distance constraints to obtain the education that they need, with no significant negative impact on the quality of the learning experience. Others argue that online delivery is bad, advocating a version of the competing significant-difference perspective, because the electronic communication media used for online delivery are not rich or natural enough to enable effective learning. This study contrasted students perceptions and grades in two different sections of the same course: one delivered entirely online and the other delivered face to face. Data were collected and analyzed at two points in time, namely, at the middle and end of a long semester. The study found support for both the no-significant-and significant-difference perspectives. At the middle of the semester, students in the online condition perceived communication ambiguity as significantly higher, and also obtained significantly lower grades, than students in the face-to-face condition. At the end of the semester, no significant differences were found.

Decribes how ESC, a holding company for a gas and electric utility and non-utility energy business, completed the acquisition of Oracle's enterprise resource planning (ERP) solution (finance and related applications) at a cost of US$6.5 million in March 1997. From initiation to completion, the acquisition took approximately six months. The structure of the acquisition process that emerged from the data revealed six distinctive iterative, recursive and interrelated processes that, together, form a complex web of activity and tasks for the acquisition of ERP software. These activities and tasks are described and analyzed as a function of the six processes. The ERP acquisition process developed by ESC for this acquisition was non-typical of their normal procurement practices and proved to be a significant learning experience for the entire organization. This case provides a useful illustration of``good practice'' and sets forth the framework for the ERP acquisition process.

PurposeDespite the extensive body of research on the relationship between trust and performance in a supply chain environment, the concepts and the relationship between them has not been fully understood. The purpose of this paper is to develop a model that links the antecedents of trust, trust itself and firm outcome success.Design/methodology/approachA questionnaire survey was conducted to gather the data for this study. Statistical analysis included factor analysis with reliability and validity tests, and partial least square of structural equation modeling.FindingsThe data suggest that trust is built principally through supplier centric traditional performance metrics such as delivery reliability and product quality conformance. However, contrary to the extant literature, the people oriented trust enablers (e.g. personnel exchange, interpersonal contacts) have no bearing on the establishment of trust.Research limitations/implicationsThe research limitation is the relatively small sample size. However, this study can be perceived as a directional one for further research.Practical implicationsThe results can be used by the managers to improve their understanding on the relationship with other parties in the supply chain.Originality/valueThe significant value of this research can be retained by buying firm managers. The results are particularly important for them to improve their understanding in how they allocate time and resources in managing their supply chains and partner firms.

PurposeThis paper aims to present a discussion of the critical success factors (CSF) that affect the acquisition process for enterprise resource planning (ERP) software.Design/methodology/approachThe research strategy was a multiple‐case design with three organizations that had recently completed the acquisition of an ERP solution. The rationale for the multiple‐case design was that, as a research strategy, the focus could be directed to understanding the dynamics and complexities present within each case, these being critical success factors of the ERP software acquisition process within the organization.FindingsThis study identified ten factors critical to the successful outcome of acquiring an ERP solution. Their omission would have resulted in a less than optimal outcome for the organization. For each of the three cases, the elements that stand out the most are as follows: clear and unambiguous authority, a structured, rigorous and user‐driven process, its planning, the establishment of criteria, and the sense of partnership that the team works to establish not only with various user commitments, but also with the potential vendor.Originality/valueIt is important to note that no one CSF alone is going to make an ERP acquisition successful. It is rather the combination of several critical factors that will result in its successful outcome.

This paper focuses on the influences and characteristics of the enterprise resource planning (ERP) acquisition process (ERPAP) that were found during a multiple-case study of four organizations that had acquired ERP solutions. From organizational buying behaviour (OBB), Webster and Wind's (Prentice-Hall, Englewood Cliffs, NJ, 1972) served as the basis for categorizing the influences that surfaced during the study. While Webster and Wind's model presents a broad scope of variables that might affect organizational buying without distinguishing those variables that are dependent on specific buying situations, the research herein highlights variables (influences and characteristics) specific to the buying situation for ERP software packages. Numerous influences emerged, among the most notable of which was the influence of users. Five prominent characteristics were also noted. A future study of these influences could examine the extent to which they impact the ERPAP and could serve to help organizations minimize those that are shown to hinder it.