Exploring managerial factors affecting ERP implementation: an investigation of the Klein‐Sorra model using regression splines

Abstract

Predicting successful implementation of enterprise resource planning (ERP) systems is still an elusive problem. The cost of ERP implementation failures is exceedingly high in terms of quantifiable financial resources and organizational disruption. The lack of good explanatory and predictive models makes it difficult for managers to develop and plan ERP implementation projects with any assurance of success. In this paper we investigate the Klein & Sorra theoretical model of implementation effectiveness. To test this model we develop and validate a data collection instrument to capture the appropriate data, and then use multivariate adaptive regression splines to examine the assertions of the model and suggest additional significant relationships among the factors of their model. Our research offers new dimensions for studying managerial interventions in IT implementation and insights into factors that can be managed to improve the effectiveness of ERP implementation projects.

The meaning and measurement of implementation climate

“…This guideline contradicts the current practice of assessing the construct with items that measure perceptions of the availability and adequacy of various implementation policies and practices [14,16,18,19]. Current practice ignores the equifinality of implementation policies and practices.…”

Repertory Grid, Laddering, and Content Analysis: a Psychometric Approach to Understand the Information Technology Workforce

“…Nessas implantações, porém, prevalece um foco no desempenho das equipes provedoras de tecnologia, ou equipes de desenvolvimento (Alvarez, 2008;Helo et al, 2008;Osei-Bryson et al, 2008), ignorando-se quase completamente a importância do desempenho de sua contraparte no sucesso de uma implantação -a equipe-cliente (Bellini et al, 2012). É a equipe-cliente (CuTe -customer team) quem efetivamente conhece a organização onde será implantado o sistema, que estabelece requisitos para a implantação (Akgün et al, 2007), que promove treinamentos para o uso (Osei-Bryson et al, 2008) e que, portanto, pode avaliar se uma solução é tão efetiva quanto desejado.…”

“…O panorama descrito leva a crer que a validação e aplicação de modelos conceituais como ferramentas de apoio à gestão de equipes CuTe pode contribuir para a prática gerencial ao atenuar dificuldades de gestão de projetos (Helo et al, 2008), melhorar o atendimento às expectativas dos gerentes (Osei-Bryson et al, 2008) e otimizar o esforço (Metagroup, 2003) de equipes externas e internas, o que resultaria em maior efetividade em projetos de implantação CISS.…”

Balancing uncertainty of context in ERP project estimation: an approach and a case study

“…An ERP project delivers a system that is incomplete once the ERP project is over, because an ERP solution must mirror rapidly changing business requirements, and hence be adjusted regularly to accommodate current business needs. • Size: This perspective is concerned with the concept of size being assumed [6,12,[17][18][19][21][22][23][24][25].…”

“…Paper Reference ERP solution ownership Complexity Architecture Configuration Duration Size [6] x x x x x x [10] x y y [11] x x y x [12] x y x x [13] x x x x x [14] x x [15] x x [16] x x y x x x [17] x x y x [18] x x x x [19] x x x [20] x x x [21] y x x x x [22] x x y x [23] x x x x x [24] x x [25] x x x y x to indicate that a paper does not discuss a certain perspective.) In Section 2.2, we will see that the existing techniques for handling uncertainty in effort estimation only partly address the challenges related to the six perspectives.…”