Conceptualizing Dimensions of Enterprise Resource Planning Systems Success

Nair, Jessy; Reddy, B. D.; Samuel, Anand A.

doi:10.4018/ijeis.2014010104

Cited by 14 publications

(7 citation statements)

References 82 publications

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“…For simplicity, our model assigns all custom development the same value. In reality, this result suggests that custom development should first target gaps in fit that may be conceived as "low-hanging fruit" where the benefit is more likely to be realized (Nair, Reddy, & Samuel, 2014). Beyond those instances, the cost-effectiveness of custom development is less assured.…”

Section: Discussionmentioning

confidence: 99%

Obtaining Value from the Customization of Packaged Business Software

Balint

2015

International Journal of Enterprise Information Systems

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Businesses that purchase packaged application software – for example, an Enterprise Resource Planning system – must make choices about customization. Packaged software vendors, anecdotal evidence, and practitioner-oriented research all recommend that businesses should customize software as little as possible, and instead adapt their processes to meet the “best practices” of the software. However, businesses continue to outspend their budgets on implementing and maintaining customized software, often to a significant extent. This suggests that either these businesses are making poor decisions, or that the conventional wisdom about customization is incorrect. In this paper the authors model the primary factors in the customization decision: “fit” between the desired business process and the packaged software; costs related to development, maintenance, integration, and performance; and benefits related to increased fit, integration, performance, and user acceptance. They use simulation techniques to illustrate the conditions under which customization is likely to provide value to the organization, as well as conditions under which customization should be avoided.

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Section: Discussionmentioning

confidence: 99%

Obtaining Value from the Customization of Packaged Business Software

Balint

2015

International Journal of Enterprise Information Systems

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“…But with custom development related to fit and user acceptance in particular, it would be sensible for organizations to begin by first writing code that addresses the largest and most important gaps in functionality. In other words, developers should first target gaps in fit that may be conceived as "lowhanging fruit" where benefits are more likely to be realized (Nair, Reddy, & Samuel, 2014). After those instances, the benefits obtained from custom development are less assured.…”

Section: Extensions Of Original Model Diminishing Returns To Developmentmentioning

confidence: 99%

Maximizing the Value of Packaged Software Customization

Balint

2017

International Journal of Enterprise Information Systems

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Organizations that purchase packaged application software – for example, an Enterprise Resource Planning system – must make choices about customization. Packaged software vendors and practitioners recommend that organizations customize software as little as possible, and instead adapt their processes to meet the “best practices” of the software. However, organizations continue to exceed their budgets on implementing and maintaining customized software. This suggests that either these organizations are making poor decisions, or that the conventional wisdom about customization is incorrect. In this paper the author models the primary factors in the customization decision, most notably the “fit” between desired processes and the procedures inherent in the packaged software. The author then consider costs related to development, maintenance, and technical corrections due to poor integration and performance; and benefits related to increased fit, technical corrections, and user acceptance. This paper extends prior work by (1) modelling nonlinear relationships between the amount of time spent on custom development and the resulting benefits, (2) modelling nonlinear relationships between development costs and maintenance costs, and (3) modelling corrective development as a function of development related to fit and user acceptance. The author uses simulation techniques to illustrate the conditions under which customization is likely to provide value to the organization, as well as conditions under which customization should be avoided.

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“…During ET implementation, existing business functions and processes have to be reconfigured to meet the industry best practices incorporated into the system, entailing users to acquire complex new knowledge, as well as unlearn large portions of what they already know (Adisa & Rose, 2013;Kini & Basaviah, 2013;Nair, Reddy & Samuel, 2014;Robey, Ross & Boudreau, 2002). In addition, the integrated and interdependent nature of ET necessitates an understanding of how user tasks relate to and interact with other processes at the unit, divisional, organisational and even inter-organisational levels.…”

Section: Enterprise Technology Implementationmentioning

confidence: 99%

Change Management, Knowledge Dynamics and Normative Influences in Enterprise Technology Implementation: An Empirical Study

Sasidharan

2015

Asia-Pacific Journal of Management Research and Innovation

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The sufficiency of the work environment in providing knowledge support and influencing user perceptions can impact enterprise technology implementation. This article examines the dialectics of change management techniques such as training and user involvement in system design with user task structure in impacting implementation success. Drawing upon the social information processing theory and by adopting a social networking perspective, it also examines the influence of knowledge networks in facilitating technology-related knowledge acquisition while taking into account the domain expertise of knowledge sources and the quality of resulting knowledge flows. The role of influence networks in channelling normative influences is also explored. Analysis of data collected from users of a newly implemented enterprise resource planning system indicates that training and user involvement in system design had a nuanced impact on implementation success, with training benefiting users performing routine, structured tasks while involvement in system design supported those performing ad hoc, unstructured tasks. Centrality positions in the knowledge and influence networks positively impacted implementation success. The results point to the need for restructuring change management programmes to suit the implementation environment, crafting 'designer' social networks that facilitate knowledge acquisition, and the inclusion of domain expertise of knowledge sources while assessing knowledge centralities.

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Conceptualizing Dimensions of Enterprise Resource Planning Systems Success

Cited by 14 publications

References 82 publications

Obtaining Value from the Customization of Packaged Business Software

Obtaining Value from the Customization of Packaged Business Software

Maximizing the Value of Packaged Software Customization

Change Management, Knowledge Dynamics and Normative Influences in Enterprise Technology Implementation: An Empirical Study

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