An Investigation of ERP implementation: : A Comparative Case Study of SME and Large Enterprises in Thailand

Phaphoom, Nattakarn; Qu, Jian; Kheaksong, Adisorn; Saelee, Wongduan

doi:10.1109/ictke.2018.8612401

Cited by 11 publications

(9 citation statements)

References 5 publications

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“…Clarity of goals and objectives: This factor is crucial to achieving company goals. The results reported in [51,52] agreed that the objectives of installing an ERP system must fulfill three constraints: scope, time, and cost. This denotes the clarity of the path that the organization is taking toward future endeavors it wishes to be in, as any project should begin with a discussion of the objectives and feasible methods for achieving those objectives.…”

Section: The Csfs In the Implementation Phasementioning

confidence: 75%

The CSFs from the Perspective of Users in Achieving ERP System Implementation and Post-Implementation Success: A Case of Saudi Arabian Food Industry

et al. 2022

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Enterprise resource planning (ERP) systems have a major impact on the functioning of organizations and the development of business strategy. However, one of the main reasons that cause failure in ERP implementations to achieve the expected benefits is that the system is not fully accepted by end users. User rejection of the system is the second reason after time and budget overrun, while the fourth barrier to ERP post-implementation. Most studies have focused on ERP adoption and installation while neglecting post-implementation evaluation, which omits insights into the priority of ERP systems and CSFs from the stance of ERP users. Therefore, this study identified factors that led to user acceptance of the use of ERP systems at both implementation and post-implementation stages (after installation). In addition, this study assessed the interrelationship between the factors and the most influential factors toward user acceptance. A survey was conducted among pioneers of the food industry in Saudi Arabia, which included 144 ERP system users from assembly and manufacturing, accounts, human resources, warehouse, and sales departments. The descriptive-analytical approach was deployed in this study. As a result, project management, top management support, and user training had significant impacts on the efficacy of ERP system implementation. On the contrary, support for technological changes in new software and hardware, managing changes in systems, procedures, and work steps already in place within the organization, as well as user interfaces and custom code, displayed a direct impact on user acceptance of ERP systems post-implementation. This study is the first research that provides a rating of CSFs from the perspective of its users in Saudi Arabia. It also enables decision makers of food industries to better assess the project risks, implement risk-mitigation methods, create appropriate intervention techniques to discover the strengths and limitations of the ERP users, and value the “best of fit” solutions over “best practice” solutions when determining the most appropriate option for food industries.

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Section: The Csfs In the Implementation Phasementioning

confidence: 75%

The CSFs from the Perspective of Users in Achieving ERP System Implementation and Post-Implementation Success: A Case of Saudi Arabian Food Industry

et al. 2022

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“…Wijaya et al (2018) in their study to identify the success factors for the IS implementation have also recommended the change management as extremely important for the IS implementation. On the contrary Phaphoom et al (2018), study found change management as one of the factors that lead to IS implementation failures.…”

Section: Theoretical and Conceptual Backgroundmentioning

confidence: 96%

Conceptual change management framework for effective use of examination administration system: a systemic review

Mphahlele,

Kekwaletswe,

Seaba

2024

IJRBS

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This paper systematically reviews literature with the aim of conceptualizing a change management framework for the effective use of the Examination Administration System (EAS). Information systems (IS) change management factors in the implementation and the post-implementation phases are systematically reviewed to identify 37 reports between 2015 and 2023 and content was analyzed. Post-acceptance phase poses many challenges that often result in resistance from the user community thus relinquishing the expected gains. This paper explains change management factors in the post-implementation phase of information systems as they are not adequately addressed in existing literature. The conceptualization of the change management framework draws on the integration of the Unified Theory of Acceptance, Use of Technology and Effective Use Theory and nine change management factors as facilitating conditions. The paper concludes that effective use of EAS is realized through change management factors (i.e., user training, top management support activities, information flow, planning EAS as a change, change shared vision, performance measurement, user involvement and change recognition, user satisfaction and effective communication). This study further adds the indirect mechanisms (i.e., technology use and IS adaptive use) through which the change management factors can impact effective use. The study provides a useful guide to the practitioners and researchers to explain the change management strategies for the effective use of information systems and improve it. This paper also proposes that future studies adapt and/or empirically test conceptual change management apparatus for effective use to ascertain its validity within various contexts.

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“…. To (Maryam et al, 2018) and (Phaphoom et al, 2019), several existing factors must be considered when implementing software. Ferreira and Kuniyoshi (2015) identified eight groups of factors: i) organizational strategy and culture, ii) support from senior management, iii) qualified users and team involved in implementation, iv) hardware and software infrastructure, v) customer-relationship supplier, vi) project execution management, vii) external consultants and viii) change management in the business process.…”

Section: Most Popular Erpmentioning

confidence: 99%

“…But in reality, an impact is generated on the end-user because each of them has a different reaction to software use, by the years they have been doing a job or by the time they have been in the company, being them a critical factor in ERP implementation . Beyond the methodology applied, several factors interfere during an ERP implementation, which is considered when selecting or creating the implementation method (Maryam et al, 2018) and (Phaphoom et al, 2019). According to Ferreira and Kuniyoshi (2015), eight groups of crucial factors have been identified in ERP software implementation, which internally contains 20 factors that interfere with this process.…”

Section: Factors That Affect the Implementation Of Erp Softwarementioning

confidence: 99%

“…Research conducted by points out the need to resort to an implementation method that guides software deployment activities, as do large ERP software distributors (Elbahri et al, 2019), i) SAP Business ONE with its ASAP implementation method, ii) Microsoft Dynamics with the Sure Step method and iii) Oracle ERP with the OUM method. Maryam et al (2018) and Phaphoom et al (2019) state that these implementation methods are designed to guarantee the implementation of their own ERP software. In addition, they do not contemplate the impact generated on end-users, who present a different reaction to the use of software to execute their daily tasks, becoming a key factor during implementation.…”

Section: Introductionmentioning

confidence: 99%

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Agile Methodologies based method for the UDA-ERP software implementation

Proceedings of the International Conference on Industrial Engineering and Operations Management

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Enterprise resource planning could be discussed for an organization in the SME sector due to the processes required to adopt it. On the other side, agile deployment methods contribute to reaching the development and implementation objectives based on the user experience through incremental deliverable software components. In this paper, we researched the application of the Lean Thinking (Kanban) methodology and Agile Deployment Methods to propose a method that collects a set of activities for its implementation. Two scenarios were considered for the UDA -ERP software validation: i) deployment of a software module without an implementation method and ii) deployment of a software module applying the proposed method. Consequently, the Servqual and User Experience (SUS) models were considered to apply satisfaction surveys to validate the results. The research results led to generating a five stages method that involves: i) initial contact with the client, ii) requirement definition, iii) Implementation in a test environment, iv) production and v) closure of the implementation project.

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An Investigation of ERP implementation: : A Comparative Case Study of SME and Large Enterprises in Thailand

Cited by 11 publications

References 5 publications

The CSFs from the Perspective of Users in Achieving ERP System Implementation and Post-Implementation Success: A Case of Saudi Arabian Food Industry

The CSFs from the Perspective of Users in Achieving ERP System Implementation and Post-Implementation Success: A Case of Saudi Arabian Food Industry

Conceptual change management framework for effective use of examination administration system: a systemic review

Agile Methodologies based method for the UDA-ERP software implementation

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