Post-implementation amendments to ERP systems (ERP-PIA) are of importance for advancing ERP research, but more importantly essential if ERP systems are to be used as a strategic and competitive business tool. For ease of clarity, we have adopted the term "amendments" to encompass the main forms of post implementation activities: maintenance, enhancements and upgrades. The term "amendments" is used to counteract one of the major findings from this research -the inconsistency of terms used by many authors to explain post implementation activities. This paper presents a review of the ERP post-implementation amendment literature in order to provide answers to two specific questions: first, what is the current state of research in the field of ERP-PIA; and second, what are the future research directions that need to be explored in the field of ERP-PIA. From the review, we develop a framework to identify: (a) major themes concerning ERP post-implementation amendments, (b) inherent gaps in the post-implementation amendments literature, and (c) specific areas that require further research attention influencing the uptake of amendments. Suggestions on empirical evaluation of research directions and their relevance in the extension of existing literature is presented.
Customer Relationship Management (CRM) generally has a reputation as a technology that does not live up to its over-inflated expectations. Yet, implementations in higher education remain on the rise. Higher Education institutions (HEIs) are embracing cloud-based CRM systems to upsurge performance, encourage better management practices, and enhance their relationship with staff and students. CRM success however relies heavily on an adaptive organisational learning (OL) process upon which proactive decisions can be made. This paper emphasises that committed learning in post-implementation use is paramount to attaining further understanding of the capabilities, features and functionality of the CRM. Investigating how SaaS CRM usage reflect an organisation's learning in a Higher Education context, the paper presents theoretical and practical contributions in a framework for effective SaaS CRM utilisation, and recommends a continuous cycle of exploration-exploitation-exploration. Yet the reality is that organisations explore, exploit, and then stop exploring.
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