Enterprise resource planning: technology acceptance in Thai universities

Vathanophas, Vichita; Stuart, Lindsay H.

doi:10.1080/17517570802653800

Cited by 18 publications

(6 citation statements)

References 41 publications

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“…Many e-Government studies focus on the development and evaluation of a Web site that interfaces between a government and its citizens [6,8,11,50]. Yet researchers who concentrate on e-Government as technology-led solutions often miss out the context and nuances of governance which make e-Government meaningful in the final analysis [59,60].…”

Section: Introductionmentioning

confidence: 99%

Research on e-Government evaluation model based on the principal component analysis

Shan

Wang

et al. 2011

Inf Technol Manag

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Over the last few years, the area of electronic government (e-Government) has received increasing prominence and attention; people are interacting with e-Government systems to an ever greater extent. It is therefore important to measure the development of e-Government. Adopting principal component analysis (PCA), this study presents, validates and updates an evaluation model with 5 dimensions based on Socio-Technical model and Stakeholder Theory, which captures the multidimensional and interdependent nature of e-Government system. The validity of the model is empirically investigated using a sample of local e-Government of 18 cities in China, all of which have high Internet penetration and mature ICT use. The five dimensions of the evaluation model include project construction, information security management, special construction, transparency of government affairs and informationized ability. K-means clustering is applied in the subspace created by PCA to evaluate the local e-Government stages of growth of these 18 cities. The findings provide several important implications for e-Government research and practice.

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Section: Introductionmentioning

confidence: 99%

Research on e-Government evaluation model based on the principal component analysis

Shan

Wang

et al. 2011

Inf Technol Manag

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“…Revised D&M IS Success model (Gorla et al, 2010) The model for IS adoption was considered to have a good fit explaining user's adoption of IS and being a robust method for study's support (Rajan & Baral, 2015;Sternad & Bobek, 2013;Vathanophas & Stuart, 2009;Youngberg et al, 2009). Also, another approach by Pan & Jang (2008) was considered to assess the role of Technology, Organization, and Environment (TOE) in ERP adoption.…”

Section: U N C O R R E C T E D P R O O Fmentioning

confidence: 99%

Enterprise resource planning adoption and satisfaction determinants

Costa

Ferreira

Bento

et al. 2016

Computers in Human Behavior

131

102

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Enterprise Resource Planning (ERP) systems are at the core of every firm. Making people use this costly and time-consuming investment is one of the most important issues to deal with. The main objective of the present study is to find the key determinants that open the door to user satisfaction and adoption. A theoretical model was set and an online survey was conducted to understand ERP users' perspective on such matters. The outcome was the model validation and the understanding that top management support, training, and the system quality are important constructs to assess adoption and user satisfaction. In fact, the latter (system quality) has a significant influence on the behavioural intention to use and also in the overall user satisfaction. As management support is a very relevant determinant to ERP usage. Accordingly, this study enlightens theory, by contributing to a new model of ERP adoption and satisfaction. It also provides relevant evidence to companies involved in the ERP implementation process.

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“…If personnel have insufficient knowledge coupled with unsuccessful experiences in using the ERP system, the system may be unable to benefit their work and the performance of the IAD. The auditing personnel's perception of the usefulness of the ERP system and their acceptance of a new approach to their work are instrumental to both the success of the ERP system and the performance of the IAD (Vathanophas and Stuart 2009;Beheshti and Beheshti 2010;Wickramasinghe and Gunawardena 2010). Based on the discussion, it can be hypothesised:…”

Section: Perceived Effectiveness Of the Erp Systemmentioning

confidence: 98%

Performance of the internal audit department under ERP systems: empirical evidence from Taiwanese firms

Tsai

Chen

Chang

et al. 2013

Enterprise Information Systems

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In this study, the performance of the internal audit department (IAD) and its contribution to a company under enterprise resource planning (ERP) systems was examined. It is anticipated that this will provide insight into the factors perceived to be crucial to a company's effectiveness. A theoretical framework was developed and tested using the sample of Taiwanese companies. Using mail survey procedures, we elicited perceptions from key internal auditors about the ERP system and auditing software, as well as their opinions concerning the IAD's effectiveness and its contribution within a company. Data were analysed using the partial least square (PLS) regression to test the hypotheses. Drawing upon a sample of Taiwanese firms, the study suggests that a firm can improve the performance of the IAD through an enterprise-wide integrated, effective ERP system and appropriate auditing software. At the same time, the performance of the IAD can also contribute significantly to the company. The results also show that investments in computer-assisted auditing techniques (CAATs) are crucial due to their tremendous effectiveness in regard to the performance of the IAD and for the contributions CAATs can make to a company.

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Enterprise resource planning: technology acceptance in Thai universities

Cited by 18 publications

References 41 publications

Research on e-Government evaluation model based on the principal component analysis

Research on e-Government evaluation model based on the principal component analysis

Enterprise resource planning adoption and satisfaction determinants

Performance of the internal audit department under ERP systems: empirical evidence from Taiwanese firms

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