Critical success factors in ERP upgrade projects

Barth, C.; Koch, Stefan

doi:10.1108/imds-01-2018-0016

Cited by 52 publications

(33 citation statements)

References 64 publications

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“…These results point out that the selected research material pays close attention to the first two phases of the system's life. The literature states that in the event that the last phase of system implementation is examined, further factors and parameters should be taken into account, such as the frequency of upgrades, financial support and the provision of specialized assistance by external partners [96,97].…”

Section: Postimplementation Phasementioning

confidence: 99%

Critical Success Factors on the Implementation of ERP Systems: Building a Theoretical Framework

Kouriati¹,

Bournaris²,

Manos³

et al. 2020

IJACSA

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Existing pressure for the confrontation of a radically changing external environment has led many companies to invest in various Information Systems, such as Enterprise Resource Planning (ERP), in order to optimize their production processes and strategies. Despite the fact that ERP system is an important strategic tool, many companies fail to take advantage of its benefits due to their default in many aspects of management and implementation. This study aims to investigate the critical success factors of enterprise resource planning system implementation and build a categorization framework so as to create a theoretical base that enhances any further research approaches in various sectors of the economy. Therefore, 37 ERP critical success factors were identified by using Content Analysis method and classified into relative categories to the ERP orientations of implementation and the ERP life cycle phases. Finally, these two types of categorization were merged in order to examine the critical success factors' behavior during the ERP implementation. This paper and the multilateral theoretical framework it creates, sets out how critical success factors must be taken into account by companies and marks a beginning point that promises a sequence of further research approaches in particular economic sectors or in a set of them. By fulfilling the purpose of this study, a significant contribution to computer science literature and especially to the ERP field is offered.

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Section: Postimplementation Phasementioning

confidence: 99%

Critical Success Factors on the Implementation of ERP Systems: Building a Theoretical Framework

Kouriati¹,

Bournaris²,

Manos³

et al. 2020

IJACSA

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“…The "training at the last minute didn't really impact because the navigation (in BECS) is so similar to the old system" (R22). This underscores the importance of users' prior exposure to the software, suggesting limited investment in formal training during ES upgrades (Koh et al, 2009;Barth & Koch, 2019). Perhaps due to these factors, NBPS did not report any problems associated with BES-III usage after go-live.…”

Section: Input Controlmentioning

confidence: 77%

The Evolving Nature of Information Systems Controls in Healthcare Organisations

Saxena

McDonagh

2020

AJIS

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Information Systems (IS) projects are found to be complex, unpredictable, and prone to time and cost overruns. Perhaps that is why organisations put a strong focus on IS controls during the planning and execution of such projects.IS control literature in the past has focussed on dyadic control relationships during an outsourced IS development project and relatively little is known about such controls during a complex enterprise systems project. Existing studies usually take a static view of IS controls and do not investigate how controls evolve during different phases of the system lifecycle, as well as across projects. This study presents a processual view of IS controls in the enterprise systems lifecycle in a national blood processing organisation. Traditional research in a blood banking context has focussed on optimising the process of blood collection, inventory management, and distribution with relatively limited attention to the implementation of the supporting information systems. This research focusses on the evolution of control based on a study of three enterprise system implementation projects in the case organisation. The study demonstrates that while all five control modes (input, outcome, behaviour, clan, and self-control) are applied across the phases of enterprise systems projects, the nature and extent of control mechanisms changes across the phases of the enterprise system lifecycle. The findings also suggest a teleological evolution of a project’s control portfolio in which the portfolio evolves based on adaptive learning processes from earlier projects. Finally, by exhibiting the influence of institutional and market context, this study also underlines the multi-stakeholder and contextual nature of enterprise systems implementation and associated controls in health service organisations.

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“…• e.g. Better ERP system (Barth and Koch, 2019) 2.2 Radical manufacturing technology innovations: degrees and types of novelty The term "radical" is used to refer to innovations that involve distinct new knowledge or (re-)combination of existing knowledge, thus distinguishing them from incremental innovations which take minor steps and involve little novelty (Oke et al, 2007;Reichstein and Salter, 2006;Keupp and Gassmann, 2013;Maine et al, 2014). However, radicalness may mean different things, depending on whether the level of newness is defined at the level the world and industry (Oke et al, 2007;Reichstein and Salter, 2006), or at the level of an adopting firm or adopting individuals (Damanpour and Wischnevsky, 2006;Frambach and Schillewaert, 2002).…”

Section: Core Manufacturing Processmentioning

confidence: 99%

Creation processes for radical manufacturing technology innovations

Chaoji

Martinsuo

2019

JMTM

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Purpose This paper empirically investigates the processes by which manufacturing firms create radical innovations in their core production process, referred to as radical manufacturing technology innovations (RMTI). The purpose of this paper is to improve the understanding of the processes and practices manufacturing firms use to create RMTI. Design/methodology/approach Creation processes for 23 RMTI projects from diverse industry and technology contexts are explored. Data were collected via semi-structured interviews, and an inductive analysis was carried out to identify similarities and differences in RMTI types and creation processes. Findings Three types of RMTI and three alternative RMTI creation processes are revealed and characterized. An integrated view is developed of the activities of the equipment supplier and the manufacturing firm, highlighting their different roles and interaction across the three RMTI creation process types. Research limitations/implications The exploratory design limits the depth of the analysis per RMTI project, and the focus is on manufacturing technology innovations in one country. The results extend previous case and context-specific findings on RMTI creation processes and provide novel frameworks for cross-case comparisons. Practical implications The manufacturing firms’ proactive role in RMTI creation is defined. A framework is proposed for using different RMTI creation processes for different types of RMTI. Originality/value This study addresses recent calls for empirical research on understanding the ways in which process innovations unfold in manufacturing firms. The findings emphasize the role of manufacturing firms as creators of RMTI in addition to their role as innovation adopters and implementers and reveal the suitability of different RMTI creation processes for different RMTI types.

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Critical success factors in ERP upgrade projects

Cited by 52 publications

References 64 publications

Critical Success Factors on the Implementation of ERP Systems: Building a Theoretical Framework

Critical Success Factors on the Implementation of ERP Systems: Building a Theoretical Framework

The Evolving Nature of Information Systems Controls in Healthcare Organisations

Creation processes for radical manufacturing technology innovations

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