Can ERP Adoptions Change Organisational Culture in Developing Countries in Asia? An Empirical Investigation

Rajapakse, Jayantha

doi:10.1109/hicss.2012.144

Cited by 7 publications

(9 citation statements)

References 20 publications

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“…Most ERP users in our sample are in the post-implementation stage. Rajapakse (2012) has observed that the implementation of a western developed ERP system in an eastern organisation can transform the latter's organisational culture into the adoption and acceptance of western values and norms of ERP; thus the influence of some cultural dimensions, in our case, PDI and IDV may have become less pronounced in the post-implementation stage; this is also consistent with Sajeev and Ramingwong's (2010) finding that the influence of power distance within IT organisations of Thailand (an Asian country, even though in the South East than in the Middle East) is less than in the general culture of the country.…”

Section: Structural Modelmentioning

confidence: 99%

“…Western scholars, however, rely on their own understandings for identifying reasons preventing countries from the adoption of new technologies, regardless of how technology adoption influences the local culture of organisations (Steers et al, 2008;Rajapakse, 2012). ERP systems are designed in accordance with the western business culture (Dezdar and Ainin, 2011).…”

Section: Introductionmentioning

confidence: 99%

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Do cultural dimensions differentiate ERP acceptance? A study in the context of Saudi Arabia

Alhirz

Sajeev

2015

Information Technology &Amp; People

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Purpose -The purpose of this paper is to examine the influence of espoused national cultural values of individuals on user acceptance of enterprise resource planning (ERP) systems. Such an influence is mediated by perceived user resistance, involvement and satisfaction with ERP. Education level, organisational size and ERP user level, on the other hand, are considered as moderating factors. Design/methodology/approach -Survey instruments were constructed for relevant variables with items mostly sourced from the literature. In total, 230 ERP users from various organisations in Saudi Arabia participated in the survey. The data were analysed using SPSS and AMOS statistical packages to test the hypotheses. Findings -The structural equation model did not show evidence for power distance and individualism influencing perceived user resistance and involvement with ERP, whereas uncertainty avoidance has a significant influence over perceived user involvement and user resistance with ERP. Perceived user involvement positively influences perceived user satisfaction with ERP, and education level moderates the influence. Perceived user satisfaction with ERP positively impacts on user acceptance of ERP; however, moderator variables did not show significant influence on this relationship. Finally, perceived user resistance negatively influences user acceptance of ERP, and the influence varies across education level of the ERP users.Research limitations/implications -The results may only generalise to Saudi Arabia and other countries with a similar culture. The sample was identified as users of ERP without taking into account users of individual modules of ERP software. Practical implications -Findings of this paper contribute to the existing knowledge of ERP studies from cultural and social perspectives; such a contribution is to broaden the scope of IS research about the implementation and behavioural adoption and acceptance of ERP in middle eastern countries. It will also assist ERP implementers in deciding what cultural factors to consider in preparing an ERP implementation strategy in such countries. Originality/value -Prior studies that analysed individual variations in the national cultural values were conducted in the context of general IT acceptance. The authors, instead, study them in an ERP implementation context; this is important because, unlike general IT acceptance, ERP implementations have an all-encompassing mandatory nature and has the potential to change organisational culture. Furthermore, prior studies on ERP usage in Saudi Arabia are mostly qualitative case studies with associated limitations on generalisability. This quantitative study, on the contrary, addresses the influence of individual's espoused national cultural values on ERP acceptance.

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Section: Structural Modelmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Do cultural dimensions differentiate ERP acceptance? A study in the context of Saudi Arabia

Alhirz

Sajeev

2015

Information Technology &Amp; People

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“…Nonetheless, Rajapakse (2012) proposed that in the avoidance of ERP"s reputation of a provoking disruptive mechanism, organisations can utilise ERP projects in order to gain success by eliminating cultural issues in adoption by strategically transforming organisational cultural change within the process. Though the study was limited by being focussed on Asian cultures, it nevertheless recognises a gap in understanding cultural transformation through ERP adoption.…”

Section: Importance Of Culture In Erp Adoptionsmentioning

confidence: 99%

“…Therefore, various stakeholder perceptions of ERP adoption and implementation cannot be completely controlled for, where the practicality of a sub-cultural organisation imposes its risk for ERP failure. However according to Hill et al (2012), a diverse stakeholder group which encompasses a "differentionist" perspective holds substantial benefits due to its deterrence away from the "groupthink" phenomenon that stands as a custom to organisational value (Rajapakse 2012). In reference to ERP related context, Tai et al (2014) identified that if the element of social identity is applied; that is the inclusion between stakeholder diversity groups within the adoption process, acceptance and proactive engagement will occur.…”

Section: Importance Of Culture In Erp Adoptionsmentioning

confidence: 99%

“…Understanding the impact of a change in culture prior to adoption and ERP success is a recognised need (Rajapakse 2012); although the array of stakeholders queried the likelihood of it having a substantial effect in adoption. Delegate1 did however highlight the new initiative"s usefulness in coinciding with the ERP project by means of incorporating similar traits of "working towards something that is common".…”

Section: New Culture and Erp Impactmentioning

confidence: 99%

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The Importance of Culture in ERP Adoption – A Case Study Analysis

Skoumpopoulou¹,

Moss²

2018

AJBE

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The purpose of this study is to explore the importance of culture in (Enterprise Resource Planning) ERP adoption and to understand why ERP projects commonly fail. This study identifies culture as an underlying issue for such failures. The researchers use the Handy model of culture as a self-diagnosis tool for culture and organisational change that can be utilised as a facilitator for culture and ERP adoption success. This study uses a case study analysis as a qualitative approach to identify a diverse array of perceptions across hierarchal structures within a selected organisation who has recently adopted a cultural change program prior to adoption. Our study found that a cultural change led to enhanced communication, leadership and a sense of coherency across the whole organisation. We argue that if the organisation continues to improve its culture then successful ERP adoption could become a reality rather than an ideal.

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