Assessing and managing the benefits of enterprise systems: the business manager's perspective

Abstract

This paper focuses on the benefits that organizations may achieve from their investment in enterprise systems (ES). It proposes an ES benefit framework for summarizing benefits in the years after ES implementation. Based on an analysis of the features of enterprise systems, on the literature on information technology (IT) value, on data from 233 enterprise systems vendor-reported stories published on the Web and on interviews with managers of 34 organizations using ES, the framework provides a detailed list of benefits that have reportedly been acquired through ES implementation. This list of benefits is consolidated into five benefits dimensions: operational, managerial, strategic, IT infrastructure and organizational, and illustrated using perceived net benefit flow (PNBF) graphs. In a detailed example, the paper shows how the framework has been applied to the identification of benefits in a longitudinal case study of four organizations.

Knowledge network modelling to support decision-making for strategic intervention in IT project-oriented change management

“…This includes the ability of an organisation to absorb, adopt and embrace change at an operational, functional, technical, financial and organisational level. This study's results were consistent with those of previous studies which considered decision making regarding an adopted innovation to be based on promising advantages across organisational, operational, managerial, strategic and technical areas (Themistocleous, 2004;Shang & Seddon, 2002). Defining organisational capacity is a crucial part of managing change and in understanding the full extent of the efforts required in a decision support process.…”

System Selection and Performance Evaluation for Manufacturing Company’s ERP Adoption

“…For example, [12] uses 10 criteria to evaluate the ERP system and develop a framework based on nominal group technique (NGT) and analytic hierarchy process (AHP) to select the ERP system. Some other methods are developed to improve the efficiency of ERP system implementation procedures, for example, [13], [14], and [4]. In practice, many companies use some financial indicators to select ERP systems.…”

“…Academia also try to identify the factors affecting the performance of ERP system through empirical study, and then construct the evaluation system to evaluate the performance of ERP system implementation ( [5], [15]). [13] points out that it takes companies a long time to see the effect of ERP system on the performance. As a result, in the study on the comparison of performance between companies adopting ERP system and companies without ERP system, researchers couldn't find a significant difference [5].…”

On differences in Enterprise Resource Planning implementation between manufacturing and services: an empirical study

“…The same researchers argue for the right vendor approach, internal restructuring approach, etc., a solution to failure risks. Shang and Seddon (2002) ranked the organisational benefits as the lowest beneficial pillar in ERP implementation. This might suggest that researchers have neglected the long-term impact of ERP implementation and its benefits in other dimensions (e.g.…”