A qualitative study of the influencing factors on the decision process for acquiring ERP software

Verville, Jacques; Halingten, Alannah

doi:10.1108/13522750210432995

Cited by 22 publications

(16 citation statements)

References 21 publications

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“…Focused stage Bernroider and Koch, 2001;Stefanou, 2001;Verville, 2002a;Gefen, 2002;Verville, 2002b;Alvarez and Urla, 2002;Bryson and Sullivan, 2003;Arinze and Anandarajan, 2003;Verville, 2003a;2003b;Wei and Wang, 2004;Bendoly and Jacobs, 2004;Luo and Strong, 2004;Wei et al, 2005a;Baki and Cakar, 2005;Verville et al, 2005 Cultural issues Soh et al, 2000;Krumbholz et al, 2000;Adam and O'Doherty, 2000;Krumbholz and Maiden, 2001;Sheu et al, 2004;Baki et al, 2004;Boersma and Kingma, 2005a;Xue et al, 2005;Wang et al, 2005;Zhang et al, 2005;Tsai et al, 2005;Baki and Cakar, 2005;Bendoly et al, 2006;Jones et al, 2006;Yusuf et al, 2006 Table 3 Themes and references (continued)…”

Section: Themes Referencesmentioning

confidence: 99%

Enterprise Resource Planning (ERP): a review of the literature

Moon¹

2007

IJMED

223

108

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This article is a review of work published in various journals on the topics of Enterprise Resource Planning (ERP) between January 2000 and May 2006. A total of 313 articles from 79 journals are reviewed. The article intends to serve three goals. First, it will be useful to researchers who are interested in understanding what kinds of questions have been addressed in the area of ERP. Second, the article will be a useful resource for searching for research topics. Third, it will serve as a comprehensive bibliography of the articles published during the period. The literature is analysed under six major themes and nine sub-themes.

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Section: Themes Referencesmentioning

confidence: 99%

Enterprise Resource Planning (ERP): a review of the literature

Moon¹

2007

IJMED

223

108

View full text Add to dashboard Cite

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“…As mentioned in the literature review, some research in regards to ERP selection has been done [18], [19], [20], [21], [35], mainly with the focus on larger enterprises [2], [22], [36]. But the specific requirements that arise when applying an IT operational viewpoint have not been taken into consideration.…”

Section: Erp Selection Criteriamentioning

confidence: 99%

“…Most of the research done regarding the ERP selection process is focused towards larger enterprises [2], [22], [36]. Small and medium size enterprises (SME) are addressed by Bernroider and Koch [23], Lin and Ford [37] and Wei et al [24].…”

Section: Literature Reviewmentioning

confidence: 99%

Definition and Segmentation of Orchestra Companies

Gall¹,

Sterba²,

Grechenig³

2009

2009 Seventh ACIS International Conference on Software Engineering Research, Management and Applications

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Based on the definition of the European Commission, small enterprises can be defined as companies with less than 50 employees. Medium size companies are companies with less than 250 employees. For small and medium enterprises some research in regards to ERP selection criteria has been done. But this research did not distinguish further in the different behaviors that can be found during the ERP selection process within different types of companies. Different characteristics which appear from an IT operational point of view on how small and medium size businesses organize their IT have not been taken into consideration. This paper gives the definition of a specific group of companies named "orchestra companies" within the SME band. This is done by limiting the quite broad definition of the European commission and applying an IT operational viewpoint. Further the different requirements of orchestra companies in regards to the ERP selection process are formulated. To correlate the ERP selection criteria and the different behaviors from an IT operational point of view, a segmentation of orchestra companies is developed. For each segment the focus on specific ERP selection criteria is discussed.

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“…Francoise (2009) stressed for more user involvement throughout the IS implementation project, since end-users knowledge can be used in areas where the IS team lacks the expertise. Verville et al (2006) showed that endusers involvement in acquisition phase of IS system results in end-users desire for technology purchase. The end-users desire for technology acquisition according to Verville et al (2006) resulted in end-users open acceptance of the IS application following the implementation.…”

Section: N=200mentioning

confidence: 99%

“…Verville et al (2006) showed that endusers involvement in acquisition phase of IS system results in end-users desire for technology purchase. The end-users desire for technology acquisition according to Verville et al (2006) resulted in end-users open acceptance of the IS application following the implementation. It was noted from the analysis that end user training had a significant influence on strategic information systems implementation.…”

Section: N=200mentioning

confidence: 99%

Factors Influencing Strategic Information Systems Implementation In Government Parastatals: A Case Of Kenya Forest Service, Mau Forest Conservancy

Koech

Gichunge

Thuo

2016

ESJ

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The operations of parastatals could be greatly enhanced by the wellfocused application of information systems to support improvements in productivity, management effectiveness and ultimately, the quality of services offered to citizens. Assessing the strategies of information systems (ISs) implementation has been identified as one of the most critical issues in IS field. However, studies relating to this issue within the context of kenyan parastatals are few and lack the ability to propose a major set of factors influencing the strategic IS implementation. The study sought to determine the influence of top management support, expertise, infrastructure and enduser training on strategic information systems implementation at Kenya Forest Service. The study adopted descriptive research design using a sample of 262 drawn from a population of 831 staff of the Kenya Forest Service, Head of Conservancy Mau selected using stratified and simple random sampling technique. Data was collected by questionnaires and analysed by descriptive statistics and multiple regression analysis. The findings revealed that the relationship of top management support, expertise, end-user training and infrastructure explain a strong change in strategic information systems implementation. The study concluded that to ensure strategy is implemented as intended, senior executives must endevour to persuade the employees of their ideas and that IT professionals' technical backgrounds is critical both during the selection and acquisition of complex IT system and for the implementation of information system into adopting organizations.

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A qualitative study of the influencing factors on the decision process for acquiring ERP software

Cited by 22 publications

References 21 publications

Enterprise Resource Planning (ERP): a review of the literature

Enterprise Resource Planning (ERP): a review of the literature

Definition and Segmentation of Orchestra Companies

Factors Influencing Strategic Information Systems Implementation In Government Parastatals: A Case Of Kenya Forest Service, Mau Forest Conservancy

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