Implementation of Failure Enterprise Systems in Organizational Perspective Framework

Saeed, Soobia; Shaikh, Asadullah; Memon, Muhammad Ali; Memon, Majid Hussain; Abassi, Faheem Ahmed; Naqvi, Syed Mehmood Raza

doi:10.14569/ijacsa.2017.080508

Cited by 13 publications

(4 citation statements)

References 11 publications

(12 reference statements)

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“…Implementation Strategy Technology implementation strategies help translate organizational leadership objectives into goals, objectives, and tactics that produce the desired outcomes [6,33]. Strategic planning IT and innovative technology require understanding the current state and articulating the plan to move the organization from its current state to the desired future state [9,34].…”

Section: Cloud Readiness Assessments and Improvedmentioning

confidence: 99%

Creation of a Unified Cloud Readiness Assessment Model to Improve Digital Transformation Strategy

Smith¹

2022

IJDSA

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Digital transformation can disrupt any organization in any industry, but few organizations have successfully transformed. For an organization to transform digitally, a firm must adopt new technologies that enable it to change how it creates value. One of the most crucial new technologies organizations need to facilitate digital transformation is Cloud services. Cloud-based technologies are necessary for digital transformation because they allow a firm to cost-effectively obtain needed infrastructure capacity, processing, and developmental flexibility to support advanced analytical tools and methods. Implementing and adopting cloud services can be challenging and requires firm leaders and transformation teams to have an effective strategy that requires understanding a company's cloud readiness. Multiple organizational factors can impact cloud readiness, and depending on a firm's strengths or weaknesses, each element will support or hinder the adoption of cloud services. Understanding a firm's cloud readiness has been shown to improve an organization's adoption of cloud services, but assessing readiness can also be challenging since different assessment models determine readiness in varying ways. Readiness assessment models range from generic technology adoption models to specific cloud services readiness models, and a unified approach is needed that combines the strengths of each model to create a more comprehensive assessment model. A meta-analysis of current readiness assessment models was conducted to identify what crucial factors of an organization need to be assessed. The findings show that there seems to be significant agreement that a company's strategy, current technology, existing operations, and external factors are crucial readiness factors. More recent assessment models also identify gaps in past models, especially on human capital capabilities, system flexibility needs, and security. A more unified cloud assessment model is proposed based on the analysis showing that a firm's readiness should be based on seven crucial factors: strategy, technology, current operations, external requirements, human capital, system flexibility, and security. The new proposed assessment model provides a more comprehensive assessment of a firm's cloud readiness and enables organizations to create an improved adoptions strategy that will better support a company's digital transformation.

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Section: Cloud Readiness Assessments and Improvedmentioning

confidence: 99%

Creation of a Unified Cloud Readiness Assessment Model to Improve Digital Transformation Strategy

Smith¹

2022

IJDSA

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“…Gargeya and Brady (2005, p. 501) comment that: "[…]systems are capable of functioning as advertised; however, companies run into costly and sometimes fatal difficulties with the implementation and subsequent maintenance of these packages […]." Saeed et al (2017) report that "more than 50 per cent of organizations, among the all types of business claimed that ERP implementation was filled." In addition, Gillooly (1998) write that the full implementation of ERP is not commonly achieved in less than three years.…”

Section: Erp and Bmi Positionedmentioning

confidence: 99%

Enterprise resource planning and business model innovation: process, evolution and outcome

Rodriǵuez

Molina-Castillo

Svensson

2019

EJIM

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Purpose The purpose of this paper is to focus on the implementation process of enterprise resource planning (ERP), the evolution of business model innovation (BMI) and the organizational outcome. This research analyses how ERP and BMI are related and, in turn, what is the final the impact on organizational performance. Design/methodology/approach The sample consisted on 104 organizations from different industries, all of which used an ERP software. A structural equation model was used to test the six hypotheses. Findings The results indicate that the BMI constructs considered (i.e. value-generation and organizational complexity) mediate the impact of the ERP constructs (organizational adaptation and organizational resistance), in organizational performance. Successful ERP implementation is not an end itself for this companies, but merely a path and a process for improving the business model with the aim improving performance in the marketplace. Research limitations/implications This study offers a new outlook on how a company should leverage the ERP adaptation, and any resistance in the organization to innovating in the business model. This study is rooted in the evolutionary perspective of BMI, but it also integrates into an overall model other points of view such as the rational positioning view and cognitive view. Practical implications Organizations must understand the ERP flows in depth, each ERP flow is the work result of a multitude of companies over several years. All departments, and in particular the research and development department must participate actively in the ERP implementation. Organised complexity means opportunities for success in the market. Organizations must train their departments in ERP and not just teach them how the ERP works. ERP implementation needs consider improvements to the business model and ultimately the performance, but not separately. Originality/value BMI has received contributions from several domains such as entrepreneurship, management organization and strategic management among others. Nonetheless, the role of ERP in BMI is far from being understood and the few contributions focus only on technology per se. To the best of our knowledge this is the first study that has explored the connections of ERP and BMI and in turn the final outcome in organizational performance.

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“…The implementation of ERPS is considered one of the widespread phenomena in the business world. However, the percentage of failed implementation of it is yet high (Saeed et al, 2017), as some of the literature reviews (Saeed et al, 2017) (Esteves & Pastor-Collado, 2000) indicate that the success or failure of ERPS is not conclusive evidence. Where other groups of researchers (Saxena & Mcdonagh, 2017) have pointed out the positive impact of implementing ERPS, one of the main causes behind those deferent points of views is the multidimensionality of the term success, thus it is difficult to develop a single measurement of success and failure.…”

Section: Erp Implementation Successmentioning

confidence: 99%

An Exploration of Critical Success Factors for Enterprise Resource Planning System Implementation

Alkatheri¹,

Almandeel²

2019

theijhss

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Implementation of Failure Enterprise Systems in Organizational Perspective Framework

Cited by 13 publications

References 11 publications

Creation of a Unified Cloud Readiness Assessment Model to Improve Digital Transformation Strategy

Creation of a Unified Cloud Readiness Assessment Model to Improve Digital Transformation Strategy

Enterprise resource planning and business model innovation: process, evolution and outcome

An Exploration of Critical Success Factors for Enterprise Resource Planning System Implementation

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