Avoiding ERP pitfalls

Hsu, Ko; Sylvestre, Jeanne; Sayed, Ellen N.

doi:10.1002/jcaf.20217

Cited by 23 publications

(13 citation statements)

References 1 publication

(1 reference statement)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In contrast, a poorly managed ERP project is highly correlated with re-implementation (Nah et al, 2003;Umble et al, 2003), which not only incurs additional investment (Hsu, Sylvestre, & Sayed, 2006), but also delays the production of benefits by the ERP system. Even worse, the re-implementation reduces users' morale and leads to a resistant attitude towards the ERP system, negatively affecting users' efficacious use of the system.…”

Section: Effective Project Managementmentioning

confidence: 93%

What leads to post-implementation success of ERP? An empirical study of the Chinese retail industry

Zhu

Wang

et al. 2010

International Journal of Information Management

202

121

View full text Add to dashboard Cite

Section: Effective Project Managementmentioning

confidence: 93%

What leads to post-implementation success of ERP? An empirical study of the Chinese retail industry

Zhu

Wang

et al. 2010

International Journal of Information Management

202

121

View full text Add to dashboard Cite

“…Errors during the selection, implementation, or maintenance of ERP systems; wrong implementation approaches; or ERP systems that do not fit the requirements of the enterprise can all cause financial disadvantages or disasters, perhaps even leading to insolvency. Several examples of such negative scenarios can be found in the literature (e.g., [10,11]). SMEs especially must be aware of the CSFs since they lack the financial, material, and personnel resources of larger companies [12].…”

Section: Motivationmentioning

confidence: 97%

Critical Success Factors for ERP System Implementation Projects: An Update of Literature Reviews

Leyh

Sander

2015

Lecture Notes in Business Information Processing

View full text Add to dashboard Cite

Abstract. The aim of our study was to gain insight into the research field of critical success factors (CSF) of enterprise resource planning (ERP) system implementation projects. Therefore, we conducted two literature reviews, more specifically systematic reviews of relevant articles in five different databases and among several international conference proceedings. Ultimately, we identified 320 relevant papers (144 single or multiple case studies, 118 surveys, and 58 literature reviews or articles from which CSFs can be derived). From these existing studies, we discovered 31 different CSFs for ERP system implementation projects. The top three factors identified are Top management support and involvement, Project management, and User training. However, most of the relevant papers focus on large enterprises. Only 37 papers explicitly focus on smaller and medium-sized enterprises (SMEs), which is clearly a research gap in this field.

show abstract

“…As such, in the adoption and implementation of a new system or in the upgrade or replacement of the present system, the critical success factors (CSFs) must be taken into account. This is to prevent errors that could occur during selection, implementation, or after the implementation of ERP systems while also preventing the inappropriate ERP systems, as these could lead financial disadvantages or calamities, or even insolvencies, as have been illustrated in some studies including Barker and Frolick (2003) and Hsu, Sylvestre and Sayed (2006).…”

Section: Introductionmentioning

confidence: 99%

Organization Factors for ERP Projects in a Developing Country: A Case Study Jordan

Al-Zoubi¹,

Al-Haija²

2018

IBR

View full text Add to dashboard Cite

The organization factors integral to the successful implementation of ERP systems are identified in this paper, and the organization factors under scrutiny include: Change Management, Business Process Management, and Top Management Support. Survey questionnaires were circulated to ERP users in companies in Jordan, which led to the collection and analysis of 314 responses in total. The results evidence significant relationship between change Management and top management support with ERP implementation success. However, the outcomes did not support the relationship between Business Process Management and ERP implementation success. This study could assist ERP vendors and consultants in developing countries in preparing certain strategies for dealing with the oddity between their ERP products and ERP adopting organizations. Also, both ERP adopting organizations and managers could attain awareness regarding the intricacies that are inherent in ERP installations in order to prevent obstacles while increasing the possibility of attaining the looked-for results.

show abstract

Avoiding ERP pitfalls

Cited by 23 publications

References 1 publication

What leads to post-implementation success of ERP? An empirical study of the Chinese retail industry

What leads to post-implementation success of ERP? An empirical study of the Chinese retail industry

Critical Success Factors for ERP System Implementation Projects: An Update of Literature Reviews

Organization Factors for ERP Projects in a Developing Country: A Case Study Jordan

Contact Info

Product

Resources

About