Evaluation and Importance of a Pre-Change Stage in an Enterprise Resource Planning (ERP) Implementation Perspective in India: A Conceptual Framework

Poti, Sapna; Kamalanabhan, T. J.

doi:10.1080/15475770903127100

Cited by 3 publications

(4 citation statements)

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“…As such, understanding context factors for ERP implementation is imperative because these factors might be unique to organizational culture or business processes that would significantly influence how ERP projects are carried out (Dezdar and Ainin, 2011;Kouki, Poulin and Pellerin, 2010). Recent empirical literature has thus witnessed increasing attention paid to unique local contexts such as China (Chien et al, 2007;Martinsons, 2004;Reimers, 2003), India (Poti and Kamalanabhan, 2009;Tarafdar and Roy, 2003) and the Middle East (Al-Turki, 2011;Amid, Moalagh and Zare Ravasan, 2012;Baki and Çakar, 2005). However, no empirical study has been found in the UAE context or based on contrasting theoretical frameworks.…”

Section: Introductionmentioning

confidence: 99%

Critical Factors and Multisite Implementation of ERP: A Case Study in the UAE

Chen¹

2012

CIBIMA

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Despite extensive studies in the ERP literature, little empirical understanding has been reached in relation to ERP implementation experiences in developing markets, particularly in the UAE context. Derived from the notions of critical successful factors and multisite implementation, two of widely researched areas in ERP studies, this paper thus seeks to provide practical insights about organizations' ERP implementation experiences in the UAE setting. More specifically, it describes and contrasts critical factors and multisite implementation experiences in two case organizations situated in the UAE. These case organizations, one being categorized as a global company and the other local, provide interesting comparison of ERP implementation because of their complementary organizational structure and business strategies. In contrast to traditional ERP frameworks' suggestions, these case organizations' experiences reveal that contemporary ERP implementations might be more complex than previously expected since none of these case organizations' ERP experiences follows suggestions made by frameworks based. Further discussion about how to better understand and examine maturing ERP technology in an increasingly globalized business environment such as the UAE is provided.

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Section: Introductionmentioning

confidence: 99%

Critical Factors and Multisite Implementation of ERP: A Case Study in the UAE

Chen¹

2012

CIBIMA

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“…Openness (Al-Mashari et al, 2003;Mabert et al, 2003;Rusly et al, 2012) did contribute to success in many ways. Timeliness was found to impact user satisfaction, as suggested by Poti and Kamalanabhan (2009). In addition, bidirectional communication helped technical adequacy, and, along with audience adequacy and formal/informal balance, enhanced user impact.…”

Section: Discussionmentioning

confidence: 82%

“…However, consideration needs to be given to the fact that some of the effects might be direct and some indirect. Thus, given the extensive reach and the changing nature of ERP systems (Momoh et al, 2010;Poti and Kamalanabhan, 2009), and the dual nature of ERP system implementation -IT project and business transformation project (Shenhar et al, 2001), one needs to bear in mind the potential indirect effect of user satisfaction on other elements of ERP project success.…”

Section: Ajb 281mentioning

confidence: 99%

“…Past research also suggests that communication has a role in facilitating the change management associated with an ERP project (Momoh et al, 2010). During the transition from one state to another, direct and continuous communication is key to ensuring that individuals are ready for change (Poti and Kamalanabhan, 2009). Open communication is a key mechanism for change readiness (Rusly et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

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Revisiting the role of communication quality in ERP project success

Aubert

Hooper²,

Schnepel³

2013

American Journal of Business

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Purpose -Communication quality is repeatedly listed among the top success factors to consider when implementing an ERP system. Analysis shows its role is more complex. It helps some aspect of success but has no influence on others. The aim of this paper is to conduct a case study to determine the role of communication quality in the success of an ERP project implementation. Design/methodology/approach -A case study was conducted to determine the role of communication quality in the success of an ERP project implementation. Findings -Results suggest that different aspects of communication quality impact different dimensions of project success. Some dimensions of project success did not seem influenced by communication quality. Results also show that, for the dimensions of project success that are influenced by communication quality, the form might be as important as the content of communication.Research limitations/implications -The literature may be repeating an "accepted truth" without actually testing it. The evaluation of the regularity of the patterns observed will require additional observations. Also, the reasons behind the association between the communication quality attributes and the different components of success will need to be further investigated. Practical implications -For managers, the findings highlight that communication is not a silver bullet when conducting ERP projects. Managers should also be aware that the form of the communication efforts will likely have as much impact as the content of the communication process. The results specially emphasized the importance of openness in communication.Originality/value -The study considers nine dimensions of communication quality. By examining the separate effects of the communication content and form on the components of ERP project success, the paper provides a deeper understanding of the role of communication in the implementation of ERP systems.

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