How “critical” are the critical success factors (CSFs)?

Ram, Jiwat; Corkindale, David

doi:10.1108/bpmj-11-2012-0127

Cited by 84 publications

(99 citation statements)

References 91 publications

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“…Although general CSFs are well understood, we argue that not all CSFs are 'critical' for all stages of BPM adoption. Recently published study by (Ram & Corkindale, 2014) delivers a similar message when reviewing the criticalness of CSFs in an ERP context. Authors find that only a limited number of CSFs have been empirically investigated for their role in and effect on ERP project success.…”

Section: Implications Limitations and Future Researchmentioning

confidence: 85%

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Critical success factors for different stages of business process management adoption – a case study

Buh¹,

Kovačić²,

Štemberger³

2015

Economic Research-Ekonomska Istraživanja

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Many organisations fail in their attempt to adopt business process management (BPM). Although general critical success factors (CSFs) are well understood, we argue that CSFs are not the same for all stages of BPM adoption. The purpose of this article is to identify the CSFs in different stages of BPM adoption. A case study approach was used to analyse a successful BPM adoption in a public company. The article provides empirical insights about CSFs in individual stages of BPM adoption. We find that the guidance of external consultants was very important, although this factor is not commonly recognised in the literature. The article shows that the identification of well-known CSFs of BPM adoption gives only a limited view since the factors change between stages. Organisations need to carefully identify the stage and prepare a roadmap for their BPM adoption.

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Section: Implications Limitations and Future Researchmentioning

confidence: 85%

“…Authors find that only a limited number of CSFs have been empirically investigated for their role in and effect on ERP project success. Many CSFs in literature lack empirical validation and should thus be carefully used (Ram & Corkindale, 2014).…”

Section: Implications Limitations and Future Researchmentioning

confidence: 99%

Critical success factors for different stages of business process management adoption – a case study

Buh¹,

Kovačić²,

Štemberger³

2015

Economic Research-Ekonomska Istraživanja

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“…According to Ram and Corkindale [22], CSFs constitute a systematic way of identifying key business areas that require constant management attention. On the same vein, Rockart [23] argues that the results obtained in these critical areas, if satisfactory, are able to significantly enhance organisational performance.…”

Section: Amentioning

confidence: 99%

“…Critical success factors Critical Success Factors (CSFs) have been introduced during the 1960s, as a concept that would assist companies to achieve their goals and enhance their overall competitiveness [22] [23] [24]. According to Ram and Corkindale [22], CSFs constitute a systematic way of identifying key business areas that require constant management attention.…”

Section: Amentioning

confidence: 99%

Critical success factors for ERP implementation in SMEs

Chatzoglou

Fragidis

Chatzoudes

et al. 2016

Annals of Computer Science and Information Systems

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Abstract-The highly competitive global environment of the last few decades has urged companies to rely on Information Systems (IS) in order to improve customer service, reduce costs and increase productivity. In that direction, Enterprise Resource Planning (ERP) systems are being used as significant strategic tools that provide competitive advantages and lead to operational excellence. Despite that, ERP implementation projects are complicated, costly and include high failure risks. The present study aims (a) to develop and (b) empirically test a conceptual framework that investigates the factors affecting ERP system effective implementation in Small and Medium Enterprises (SMEs). The examination of the conceptual framework was made with the use of a newly-developed structured questionnaire that was distributed to a group of Greek SMEs. After the completion of the research period, 159 usable questionnaires were returned. The reliability and the validity of the questionnaires were thoroughly examined, while research hypotheses were tested using the "Structural Equation This work was not supported by any organization.According to Garg and Garg [8], this "enables the decisionmaking process to be timely, consistent and reliable across organizational units and geographical locations" (p. 424).ERP implementation has various benefits throughout the organisation: elimination of redundant information, drastic declines in inventory, reduction of production cost, better understanding of the changing customer needs, more efficient management of the extended network of suppliers and customers, increased productivity, improved response time, and decreased production cycle [5] However, ERP implementation requires considerable financial resources, while the whole implementation project is considered complex, lengthy, and quite challenging [9] [ 1 3 ] . A s a r e s u l t , t h e s u c c e s s r a t e o f s u c h p r o j e c t s i s considered to be quite disappointing [14] [15] [16]. More specifically, Samuel and Kumar [17], argue that the success rate is, only, around 50%, while approximately 90% of ERP implementation projects are late, or over budget. On the same vein, Umble and Umble [18] reported failure rates between 50% and 75%. Therefore, additional empirical studies are necessary in order to assist companies in increasing the success rates of ERP implementation projects.Under that context, the aim of the present study is twofold: (a) develop an original conceptual framework (research model) examining the impact of various research factors on ERP implementation success, (b) empirically test that framework, using data from Small and Medium Enterprises (SMEs) located in Greece (empirical research).(a) The development of the conceptual framework was based on two methodological steps: firstly, a review of the literature identified the factors that were used by previous studies as antecedents of ERP implementation success; secondly, a panel of experts was used in order to discuss these factors and provide a list of the most si...

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“…The high failure rate has led to a large number of studies that concentrate mainly on the determination of the Critical Success Factors (CSFs) for the ERP implementation (Ahmad & Cuenca, 2013;Rabaai, 2009;Ram & Corkindale, 2014), but little attention was given to the evaluation of the effects of these factors on the benefits gained by the ERP system after its successful implementation. In this sense, determining the relationships between the ERP's CSFs and expected benefits after the successful implementation has become a focus of the current research in the ERP area.…”

Section: Introductionmentioning

confidence: 99%

The Effects of the Critical Success Factors for ERP Implementation on the Comprehensive Achievement of the Crucial Roles of Information Systems in the Higher Education Sector

Fadelelmoula

2018

IJIKM

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Aim/Purpose: The aim of this study is to examine empirically the effects of certain key Critical Success Factors (CSFs) for the implementation of Enterprise Resource Planning (ERP) Systems on the comprehensive achievement of the crucial roles of Computer-Based Information Systems (CBISs) Background: The effects of the CSFSs were examined in the higher education sector in the Kingdom of Saudi Arabia (KSA) using a case study of the ERP adoption in Prince Sattam Bin Abdulaziz University. Methodology: A theoretical model was proposed based on the literature written on the CSFs and the roles of CBISs in business. The model encompasses six key CSFs and their associations with the realization of the crucial roles of CBISs. To test the proposed model, a questionnaire was developed by considering the most frequently used measurements items in the ERP’s literature. The data were collect-ed from 219 key stakeholders. Contribution: This study acts as one of the few empirical studies in assessing the effects of the important CSFs for ERP implementation upon its successful implementation. Its outcomes provide more insights and clarifications about the effects of six key CSFs on the comprehensive achievement of the crucial CBIS’s roles. Particularly, the uniqueness of this study lies in addressing the effects of these CSFs on the achievement of the vital CBIS’s roles collectively rather than the achievement of each role individually. Moreover, the study examined these effects in the higher education environment, which is characterized by its own special business processes and services. Findings: The results reveal that the six key CSFs have a positive relationship with the comprehensive achievement of the crucial roles of CBISs. These findings are consistent with many previous studies on the effects of the CSFs on the realization of the expected benefits of the enterprise systems. Recommendations for Practitioners: The managers and other key stakeholders should carefully manage the vital aspects of the CSFs in order to realize the promised ERP’s benefits, including the CBIS’s roles. Future Research: Additional empirical examinations are needed to investigate the effects of the rest of the CSFs on realizing the roles of information systems.

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How “critical” are the critical success factors (CSFs)?

Cited by 84 publications

References 91 publications

Critical success factors for different stages of business process management adoption – a case study

Critical success factors for different stages of business process management adoption – a case study

Critical success factors for ERP implementation in SMEs

The Effects of the Critical Success Factors for ERP Implementation on the Comprehensive Achievement of the Crucial Roles of Information Systems in the Higher Education Sector

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