New Implications for Customization of ERP Systems

Uppström, Elin; Lönn, Carl-Mikael; Hoffsten, Madeleine; Thorstrom, Joakim

doi:10.1109/hicss.2015.505

Cited by 6 publications

(4 citation statements)

References 44 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The agile principle is used as an approach to developing a responsive and dynamic system of change so that it is possible to work proactively to manage changes in business processes and work more intelligently in order to improve the effectiveness and productivity. The agile methods issues are responsive for achieving information system project success [23].…”

Section: B Principle Of the Agile Methodsmentioning

confidence: 99%

an Agile Implementation Model for ERP

Wijaya

Prabowo

Kosala

et al. 2019

2019 International Conference on Information Management and Technology (ICIMTech)

View full text Add to dashboard Cite

The growing impact of industrial dynamics will be a challenge to increase productivity. Productivity is a demand for improving organizational performance. ERP systems are a way to increase productivity. Therefore, ERP implementation is important to ensure that ERP runs well. Critical factors in ERP implementation must get serious attention to project management. Even so, the reality of ERP implementation is slowly, even tends to experience failure, resulting in highly expensive. The previous research that carried out ERP implementation showed that the failure reached 40%, and the achievement of the benefits of ERP implementation in Indonesia is still not optimal. It can be said that ERP implementation is a complexity project. For this reason, it is necessary to consider other implementation methods that can overcome the problem in implementing ERP. An agile method is a proactive and reactive alternative to handle the problem in implementing of ERP. The development of an agile ERP model is one way to achieve success in ERP implementation. This research methodology is a survey approach to the study of literature. This research will propose an agile ERP model which will be used as an effective guide for achieving the success of ERP implementation. .H\ZRUGVagile method, agile ERP model, ERP implementation

show abstract

Section: B Principle Of the Agile Methodsmentioning

confidence: 99%

an Agile Implementation Model for ERP

Wijaya

Prabowo

Kosala

et al. 2019

2019 International Conference on Information Management and Technology (ICIMTech)

View full text Add to dashboard Cite

show abstract

“…Furthermore, customization cannot be avoided for some client organizations because achieving alignment between the business process and Cloud ERP is required [22]. However, Cloud ERP with heavy customization would increase the cost of update and maintenance for clients [41]. On the other side, Cloud ERP vendors tend to keep customization at a minimal level to ensure standardization to meet the needs of more customers [3].…”

Section: The Common Challenges For the Stakeholdersmentioning

confidence: 99%

A Taxonomy of Challenges for Cloud ERP Systems Implementation

Huang¹,

Oliver²,

Rahim³

et al. 2022

Proceedings of the Annual Hawaii International Conference on System Sciences

View full text Add to dashboard Cite

Though success stories of Cloud Enterprise Resource Planning systems (Cloud ERP) are frequently published, the failure rate of Cloud ERP is relatively less reported and discussed. Implementing Cloud ERP systems is not always easy, and at times very challenging. Hence, client organizations and vendors should be aware of challenges to help ensure successful implementation of Cloud ERP systems. The aim of this study is to develop a taxonomy of Cloud ERP implementation challenges. A set of thirty-one challenges was identified from a systematic literature review, and were then categorized by following the taxonomy development process proposed by Nickerson et al. (2013). The taxonomy consists of two dimensions: type of challenges and locus of challenges. Our proposed taxonomy has implications for providing a springboard for further theory development in the Cloud ERP domain

show abstract

“…On the other hand, ERP structures that are unclear will lead to increased likelihood for crises as a result of the non-effective and weak ERP functions. Because of the ERP weaknesses, there are many problems and issues associated with ERP implementation [22] . These will cause ERP collapses in the course of daily functioning.…”

Section: Technological Factors Influencing Successful Erp Implementationmentioning

confidence: 99%

The Relationship between Organizational Factors and Technological Factors in ERP Post Implementation Success

2020

JECET

View full text Add to dashboard Cite

The research paper seeks to examine the relationship between organizational factors and technological factors in ERP post implementation success. The paper includes qualitative research that was conducted by means of a literature review, aimed at providing a better understanding of the specific organizational and technological factors in ERP post-implementation success. Findings indicate that technological and organizational factors have a huge influence on ERP post implementation success. Organizational aspects such as company management have to ensure they are fully committed and support the project to ensure its success. In addition, management must also ensure the plans are communicated and understood by the entire company. Lastly, the research also outlined that technologically, proper education and training on the use of the ERP systems has to be provided to all the users of the system, to ensure the effective and efficient use of the ERP system. The users will be able to use the ERP system effectively and therefore contribute to their fulfillment, which ultimately influences the project's implementation success. The limitation is based on the behavioral aspect in post-implementation of ERP, and how success can be promoted, which has not been dealt with. Some suggestions that arise include the fact that entities are required to utilize and accommodate technological as well as organizational factors in the beginning of the project, during the pendency of the project, and in the post-implementation of the ERP project to ensure its success.

show abstract

New Implications for Customization of ERP Systems

Cited by 6 publications

References 44 publications

an Agile Implementation Model for ERP

an Agile Implementation Model for ERP

A Taxonomy of Challenges for Cloud ERP Systems Implementation

The Relationship between Organizational Factors and Technological Factors in ERP Post Implementation Success

Contact Info

Product

Resources

About