Critical internal organization’s forces influencing sustainability of post ERP in UAE service industry

Ghazaleh, Mohamad Abu; Abdallah, Salam; Khan, Mehmood

doi:10.1108/ijoa-03-2018-1375

Cited by 10 publications

(14 citation statements)

References 55 publications

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“…This new design matches the concept of Enterprise Systems assimilation, as highlighted by Shao (2019), which motivated the choice of ERP post-implementation stage as a suitable empirical framework. This choice is in accordance with Abu Ghazaleh et al (2019) 110 JEIM 33,1 and Malaurent and Avison's (2015) who stressed the importance of examining IS alignment during the post-implementation ERP and the need to explore the influence of internal factors, specifically cultural factors. Previous studies in the ERP field have mostly stressed on the selection and implementation phases and overlooked the magnitude of the post-implementation stage ERP projects success.…”

Section: Theoretical Contributionmentioning

confidence: 92%

“…However, academic research has focussed mainly on the selection, evaluation and implementation phases of the ERP systems (Ali and Miller, 2017;Ghobakhloo et al, 2019;Yu, 2005). On the other hand, post-implementation, and in particular the problem of under-utilisation, has not been adequately addressed in the literature despite its importance for the success of ERP projects (Abu Ghazaleh et al, 2019;Ali and Miller, 2017;Almahamid, 2019;Ghobakhloo et al, 2019;Muscatello and Parente, 2006;Nicolaou and Bhattacharya, 2006;Osnes et al, 2018).…”

Section: Erp Post-implementation As the Phase Chosen For The Empirical Studymentioning

confidence: 99%

“…Abu Ghazaleh et al (2019) highlighted the importance of the ERP systems post-implementation ERP phase in the business strategy alignment, considering that the ERP systems impact both business strategy and organisational capabilities (p. 3). Concerns for alignment between business and IS strategies in the post-implementation phase had been raised by Shao (2019), calling for future researchers to look into this stage when system functionalities are being diffused in routine processes.…”

Section: Erp Post-implementation As the Phase Chosen For The Empirical Studymentioning

confidence: 99%

“…According to Malaurent and Avison (2015), the dysfunction observed during the post-implementation phase of the ERP systems is primarily cultural. Indeed, turning an ERP system to a competitive advantage during the post-implementation phase depends mainly on internal organisational factors (Abu Ghazaleh et al, 2019) such as the commitment and involvement of top management and business management, communication, participation and interaction, mutual understanding and knowledge sharing (Abu Ghazaleh et al, 2019;Ali and Miller, 2017;Malaurent and Avison, 2015;Osnes et al, 2018;Yu, 2005). These insights have thus served as a reference point for choosing ERP post-implementation as a relevant phase for this empirical study.…”

Section: Erp Post-implementation As the Phase Chosen For The Empirical Studymentioning

confidence: 99%

“…Here again, it is necessary to highlight the congruence between, on the one hand, clarification of the integrative nature of the organisational goals and, on the other hand, the fundamental primacy of a genuinely collective culture with the inherent nature of ERP systems (Abu Ghazaleh et al, 2019;Malaurent and Avison, 2015;Yu, 2005).…”

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confidence: 99%

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Organizational culture and information systems strategic alignment

Amar

Romdhane

2019

JEIM

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Purpose Information systems (IS) strategic alignment is a significant chief information officers (CIO) and top management issue because of its impact on a firm’s performance and profitability. Previous studies have primarily examined informal dimension’s influence on IS strategic alignment. Nevertheless, a few research works have emphasised cultural dimension’s effect. The purpose of this paper is to empirically investigate and bring out organisational culture’s influence on IS strategic alignment. Notably, it highlights the most significant culture types, according to the Competing Value Framework (Cameron et al., 2006). Design/methodology/approach Empirical setting comprises a quantitative approach using a survey based on a sample of 160 business managers (BMs) of 53 large companies located in Tunisia with international activities and being in the post-implementation operational use phase of their enterprise resource planning (ERP) systems. The partial least square (PLS) method has been used for data analysis. Findings The results provide an empirical evidence supporting a positive and significant organisational culture’s influence on the IS strategic alignment. The findings also show that “Clan Culture” (Internal/Flexibility-oriented culture) positively influences IS alignment along with the strategic priorities. These findings provide guidance and help understand how, through clan culture, the company can contribute significantly to the success of its ERP systems strategic alignment during the most critical phase, namely, post-implementation. Originality/value Despite abundant work related to IS alignment topic, little research, to the authors’ knowledge, has been undertaken in considering organisational culture’s influence. Thus, this research aims to fill this gap and to raise new questions about IS alignment. First, this study puts together organisational culture (through the Competing values Framework) and strategic alignment (through the IS use dimension) in a single research model to analyse four culture types’ direct effect on IS alignment. Second, this study is innovative in its use of the ERP post-implementation as an empirical framework. The post-implementation phase is often played down in research work in favour of the upstream pre-implementation phases. Furthermore, the findings bring together theoretical and practical insights on both IS-business strategic alignment and ERP post-implementation. Thus, future research could emphasise the role of clan culture in the efficiency of ERP systems strategic alignment during the usage phase. Building on these findings, BM, CIO and top management are advised to promote this culture type based on communication, information sharing and the spirit of internal partnership – so that their ERP systems are used appropriately and aligned with the company’s strategic priorities.

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Section: Theoretical Contributionmentioning

confidence: 92%