Model of post-implementation user participation within ERP advice network

Ju, Pei-Hung; Wei, Hsiao-Lan; Tsai, Chung-Che

doi:10.1016/j.apmrv.2015.11.001

Cited by 19 publications

(18 citation statements)

References 62 publications

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“…According to Amadi-Echendu and de Wit (2015) user perceptions affect the acceptance of technology. In addition to user perceptions, communication to users is also able to increase user satisfaction of the technology employed (Ju et al,2016). However, organizational, technological, and individual factors can be challenges that must be faced in ERP implementation (Babaei et al,2015).…”

Section: Introductionmentioning

confidence: 99%

Erp System Adoption Determinants

Aini

Isnalita

2018

Jurnal Riset Akuntansi Dan Bisnis Airlangga

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Penelitian ini menguji faktor-faktor yang mempengaruhi penggunaan Enterprise Resource Planning (ERP) di PT Kereta Api Indonesia area operasi 8 Surabaya. Responden penelitian ini sebanyak 70 pengguna sistem ERP. Pengujian hipotesis dilakukan menggunakan model SEM-PLS. Hasil penelitian ini menunjukkan bahwa karakteristik individu, karakteristik organisasi, dan karakteristik teknologi memiliki pengaruh positif yang signifikan terhadap manfaat yang dirasakan dari ERP dan persepsi kemudahan penggunaan ERP. Manfaat yang dirasakan dari ERP dan persepsi kemudahan penggunaan ERP memiliki pengaruh positif yang signifikan terhadap niat untuk menggunakan ERP. Persepsi kemudahan penggunaan ERP mempengaruhi secara positif dan signifikan terhadap manfaat yang dirasakan dari ERP. Sementara itu, niat untuk menggunakan ERP memiliki pengaruh positif yang signifikan terhadap penggunaan ERP. Hasil penelitian ini dapat digunakan sebagai pertimbangan untuk menilai efektivitas penerimaan implementasi sistem ERP. Selanjutnya, hasil penelitian ini juga dapat digunakan untuk meningkatkan pengembangan sistem ERP di masa depan.

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Section: Introductionmentioning

confidence: 99%

Erp System Adoption Determinants

Aini

Isnalita

2018

Jurnal Riset Akuntansi Dan Bisnis Airlangga

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“…In ERP implementations, cognitive considerations besides PU and PEOU may become relevant (Nah et al, 2004). In the ERP context, organisations should adopt business processes of an implemented ERP system (Annamalai, & Ramayah, 2013;Ju et al, 2016). Although one of the major benefits of ERP systems is that they offer organisations a solution based on best business practices, it is not necessary that this is also the best option for all ERP users.…”

Section: Theoretical Background and Conceptual Research Modelmentioning

confidence: 99%

Technology acceptance model-based research on differences of enterprise resources planning systems use in India and the European Union

Zabukovšek

Bharadwaj

Bobek

et al. 2019

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The adoption of Enterprise resource planning (ERP) systems by organizations is crucial in today’s competitive globalized marketplace. The experience with ERP systems in numerous organizations over the last decade indicates that a successful implementation of ERP systems does not necessarily lead to a successful ERP usage. This paper addresses the scientific problem of differences in ERP acceptance and utilization in different cultural environments. The research question was whether and to what extend users’ extensive and explorative use of the ERP system differs in regions with different cultural backgrounds. Namely, organizations benefit from ERP systems only to the extent to which the users accept and utilize them. But the use of ERP systems at an advanced level is closely connected with the employees’ acceptance of these systems. To improve the efficiency and effectiveness of ERP systems in their maturity stage of use, when the employees already accepted ERP system, organizations need to understand the factors that impact user satisfaction and thus influence their extended use of the ERP system. Because of the socio-economic importance of India and the European Union (EU), we conducted a comparative research study into the similarities and differences of their use of ERP systems. From a theoretical point of view, the paper extends the original technology acceptance model (TAM), where two additional factors (work compatibility and extended use) were added. Additional external factors which can influence the users’ acceptance of ERP systems have been included into research, too. The main objective of this study is to find the key determinants that have an impact on user satisfaction and on the extended use in different cultural environments (i.e. the EU and India). We analysed and compared the data of 293 ERP users from 44 organizations in the EU and 577 ERP users from 13 organizations in India. Even though the use of ERP systems in India and the EU is at the same advanced level, there are differences which are connected to organizational cultures, presumed resulting from cultural differences of researched regions. Research data show some differences in the impacts on extended TAM model factors and some differences regarding the impacts of external factors researched.

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“…Listening and communicating : The ability to listen and communicate with customers and stakeholders, as it is critical to identify requirements and to prevent potential errors (Ju, Wei, & Tsai, )…”

Section: Remote Training Consultant Leadership Categories and Capacitiesmentioning

confidence: 99%

“…Customer service orientation: Listening to customers and responding to their concerns (Seiling, 2008) 2. Innovation and creativity: The ability to find opportunities, create solutions, and see the implications of both process and technical decisions (Siau & Messersmith, 2003) as it is critical to identify requirements and to prevent potential errors (Ju, Wei, & Tsai, 2016) 4. Coaching and mentoring: The ability to guide, teach, and provide feedback for customer performance, goals, and tasks (Coaching and mentoring customers leads to learning best practices, higher skill retention, and better job performance (Hsieh & Hsu, 2013)).…”

Section: Remote Training Consultant Leadership Categories and Capacitiesmentioning

confidence: 99%

Developing Remote Training Consultants as Leaders-Dialogic/Network Application of Path-Goal Leadership Theory in Leadership Development

Bickle

2017

Perf. Improv.

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Although considered experts in software implementation, software training consultants are often in leadership roles but have little to no leadership training. Using the dialogic‐networked development techniques, five key leadership capacities could be developed in remote‐training consultant teams utilizing path‐goal theory leadership styles (House & Mitchell, 1974). The leadership capacities include customer service, creativity and innovation, listening and communication, coaching and mentoring, and conflict management (Turner, Chih‐Hung, Schroeder, & Johnson, 2016).

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Model of post-implementation user participation within ERP advice network

Cited by 19 publications

References 62 publications

Erp System Adoption Determinants

Erp System Adoption Determinants

Technology acceptance model-based research on differences of enterprise resources planning systems use in India and the European Union

Developing Remote Training Consultants as Leaders-Dialogic/Network Application of Path-Goal Leadership Theory in Leadership Development

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