Knowledge Transfer Mechanisms in an ERP Post-implementation Stage

Goyette, Sylvain; Cassivi, Luc; Courchesne, Mathieu; Elia, Elie

doi:10.1016/j.protcy.2014.10.109

Cited by 9 publications

(6 citation statements)

References 29 publications

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“…Xu and Ma (2008) confirmed that knowledge transfer was influenced by the knowledge (causal ambiguity and tacitness), source, recipient and transfer context-related aspects. Goyette et al (2014) shed light on the relation between the IT support team's organizational structure and the use of knowledge transfer mechanisms according to different types of knowledge (functional and technical) through case study.…”

Section: Knowledge Transfermentioning

confidence: 99%

“…As long-term tracking and multiple in-depth interviews can help get relevant information and refine the theory, this paper uses in-depth interviews as the most important way to obtain data. As previously mentioned, the literature on knowledge transfer in CMS implementation context is relatively scarce, which justifies the methodological approach chosen (Goyette et al, 2014).…”

Section: Data Collectionmentioning

confidence: 99%

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Barriers of knowledge transfer and mitigating strategies in collaborative management system implementations

Gou

Lyu

et al. 2019

VJIKMS

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Purpose As the dynamics of the external environment of the enterprise continue to increase, the support of information systems for organizational agility becomes increasingly important. Collaborative Management System (CMS) is a new type of information system that can cope with the dynamic changes of the organization. Effective knowledge transfer is the core of the system implementation. The purpose of this study is to explore the knowledge transfer barriers faced by CMS in its implementation process. Design/methodology/approach Through field interviews with a representative CMS provider, this paper summarizes the barriers of knowledge transfer during CMS implementation into three aspects. Findings Based on the innovative measures taken by the company and relevant literature, the corresponding mitigating strategies are proposed. Originality/value The findings enrich the implementation methodology of agile information systems by exploring the knowledge transfer problem from a novel context. The study also provides a reference for practical implementation to overcome the dilemma of knowledge transfer.

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Section: Knowledge Transfermentioning

confidence: 99%

Section: Data Collectionmentioning

confidence: 99%

Barriers of knowledge transfer and mitigating strategies in collaborative management system implementations

Gou

Lyu

et al. 2019

VJIKMS

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“…Over 60 research articles addressing solely human critical success factors (HCSFs) were therefore carefully examined to get a deeper insight. The addressed HCSFs were: Competence (Charland et al, 2015;Massini and Wassenhove, 2009;Santos Rodriguez and Dorrego, 2008), Knowledge transfer (Goyette et al, 2014;Lech, 2011, Xu and Ma, 2008, Tacit knowledge sharing (Irick, 2007;Sun, 2007;Vandaie, 2008;Scorta, 2008), Knowledge management and education (O'Leary, 2002;Mohamed and McLaren, 2009), Communication (Aubert et al, 2013;Wang and Chen, 2006), Motivation (Walsh and Schneider, 2002;Yatsuzuka et al, 2009), Team composition and transformation (Yeh and Chou, 2005;Hamani et al, 2012;Lui and Chan, 2008), Organizational and team learning cycle (Akkermans and Helden, 2002;Bologa and Lupu, 2014;Akgun et al, 2014 ), Team resilience (Amaral et al, 2015), Problem solving competence (Lin et al, 2015, Li et al, 2010, Conflict resolution (Wang and Chen, 2006;Chou and Yeh, 2007), Relationship bonding (Hung et al, 2012), Spiral continuous improvement (McGinnis and Huang, 2007;Scorta, 2008), Cognitive learning (Cronan et al, 2012), Collective intelligence (Yuan et al, 2007), Knowledge withholding intentions and social cognition (Tsay et al, 2014), Group cohesiveness and normative conformity (Tsay et al, 2014), and Personal interest in Agency theo...…”

Section: Literature Reviewmentioning

confidence: 99%

A Primary Human Critical Success Factors Model for the ERP System Implementation

Jenko¹,

Roblek

2016

Organizacija

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Background and Purpose: Many researchers have investigated various Critical success factors (CSFs) and the different causes of ERP implementation project failures. Despite a detailed literature preview, we were unable to find an appropriate research with a comprehensive overview of the true causes behind CSFs, observed from a human factors perspective. The objective of this research was therefore to develop and evaluate the Primary human factors (PHFs) model and to confirm the significant impact of PHFs on traditional CSFs and on the project success. Design/Methodology/Approach: The comprehensive PHFs research model was developed and examined in empirical quantitative research with the use of available literature and the application of the Root cause analysis. A survey was conducted in various Slovenian organisations in different branches that had previously implemented the ERP system SAP. The model was verified on a sample of 21 experts from 18 organisations. Results: The results show that the PHFs have a significant positive impact on the ERP implementation project success, but only the Competence and Team composition factors are significant linear predictors in an adapted regression model and contribute significantly in predicting project success. These results therefore confirm both proposed hypotheses and the adapted regression model. Conclusion: This study improves the understanding of PHFs and confirms that they have a significant impact on traditional CSFs and the ERP implementation project success. The proposed PHFs model offers project managers and other stakeholders an effective risk assessment of CSFs and is leading the way to human oriented model of ERP implementations.

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“…Researchers adjusted to the above mentioned development in the field by focusing their research on empirical analysis of the success of investments of pre-configured enterprise software products in the international markets and on the challenge of improving their deployment in terms of speed, cost and quality (Moon, 2007;Sudhaman & Thangavel, 2015). Despite all this focus and deployment failure rates, which remained higher than 50% in the last 15 years (Goyettea et al, 2014;Shaul & Tauber, 2013), the majority of research reports (Chen et al, 2018) show a positive relationship among the IT investment and the company's productivity and market value. The majority of cited research is however done in the USA, were the dominant international enterprise software vendors such as Microsoft, SAP, Oracle with their business partners also conduct the majority of their research on identifying the "best worldwide industry practices" (Microsoft Corporation, 2008;Oracle Corporation, 2008).…”

Section: Introductionmentioning

confidence: 99%

Evaluating Organizational Characteristics Complementary With Enterprise Software Products

Hovelja

Vasilecas

Kalibatiene

et al. 2020

Journal of Business Economics and Management

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Implementation, deployment and maintenance of enterprise software pre-configured products are one of the key challenges managers need to address in order to stay competitive in the never ending search to find better ways of conducting business. In the literature there are discovered two general approaches through which managers can use for a successful implementation, deployment and maintenance of enterprise software products. First approach is based on the internal re-deployment of the managerial practices that are already used to manage other fields in the enterprise. Second – the deployment of “world-wide” industry “best practices” that international vendors of enterprise software and their local representatives sell as part of their pre-configured software products. This paper presents a novel model that enables enterprises to systematically evaluate the fit between their specific organizational characteristics and the organizational characteristics complementary with successful deployment of international pre-configured enterprise software products. The proposed model is tested through a comparison of two groups of enter-prises from the population of 1000 biggest enterprises in Slovenia. The first group mostly invests in local, while the second group mostly invests in international enterprise software products. The paper finds that on average there are significant and relevant differences in 44% of the examined organizational characteristics between the groups of enterprises that mostly invest in international or local enterprise software products. The model serves as a comprehensive organizational risk checklist for enterprises that are about to invest in enterprise software products.

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Knowledge Transfer Mechanisms in an ERP Post-implementation Stage

Cited by 9 publications

References 29 publications

Barriers of knowledge transfer and mitigating strategies in collaborative management system implementations

Barriers of knowledge transfer and mitigating strategies in collaborative management system implementations

A Primary Human Critical Success Factors Model for the ERP System Implementation

Evaluating Organizational Characteristics Complementary With Enterprise Software Products

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