The process and structure of user participation: a BPM system implementation case study

Abstract

Access to this document was granted through an Emerald subscription provided by 353605 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The aim of this study is to debunk the relationship between user participation practices and the development and success of information systems/information technology implementations. While most studies practically rely on how many participation activities are performed, the process through which users engage in user participation is not specified. Design/methodology/approach -A mixed method approach was applied to study the research questions. A number of relationships were tested by survey data collected among 143 end-users and 49 interviews of employees of a large Dutch social insurance organization that implemented a new and integrative business process management (BPM) system. Findings -The results show that specification of the participation context is of key importance for understanding the success of BPM implementation. Quantitative and qualitative analyses show that rich participation activities hold a stronger positive relationship with the BPM system development and implementation success than other participatory activities that only assist development or implementation. Furthermore, it is demonstrated that the updated theory of user participation by Markus and Mao can be turned into a useful instrument for measuring the different aspects of participation. Originality/value -Most studies on user participation "only" measure how many participation activities were performed, and not how or why they were performed. Furthermore, the combination of qualitative and quantitative data and instruments resulted in a greater understanding of how exactly user participation was brought into practice and how the consequences of this practice were interrelated.

Experiences of enterprise resource planning system at a flagship university in Africa: Familiarity, barriers and way forward

“…Current research also shows that when employees use an ERP system it is because they want greater convenience and satisfaction (Rose 2011;De Waal and Batenburg 2014). Kwak et al (2012) argue that technology at work automatically conveys a sense of useful and ease of use which psychologically motivates employees/users.…”

“…Barki and Hartwick (1994) developed the user participation theory in the early 1990s. Its basic premise is that level of use, acceptance, appreciation, knowledge, and so on of an information technology system such as the ERP depends on the degree that its users participated in the development and deployment of the system (Barki and Hartwick 1994;De Waal and Batenburg 2014). This theory directs us to look back at the preliminary stages of planning and preparation for the technology and trace the issues from there straight to where the actual deployment and "go-live" of the system has been done.…”

“…Nevertheless, in terms of the theories that underpin this study, and the literature generally, five key influences on the use of ERP system in organisations, generally can be identified: i.e., the degree of satisfaction of the user; their level of participation, involvement, and preparation; as well as their attitude and satisfaction with the system (Bano and Zowghi 2015;Cavaye 1995;De Waal and Batenburg 2014;Davis 1989;Kwak et al 2012;Sadki et al 2015).…”

“…Although some scholars have indicated that the readiness of the university as an enterprise for the ERP system is an important factor in its successful implementation (Bano and Zowghi 2015;Cavaye 1995;De Waal and Batenburg 2014), many others have maintained that users' motives for wanting to use the system, and their readiness for the technology (i.e., change management, capacity for learning, quality of training, and knowledge sharing mechanisms) are of even greater significance (Kwak et al 2012;Sadki et al 2015). When employees are ready for an ERP system by being properly trained and psychologically prepared, Ram, Corkindale and Wu (2015) argued that the benefits of the system to them, and the motives they construct for using it, are much clear and these include reciprocal interactions of cultural and social elements within the organisation.…”

Analisis Technology Acceptance Model Pada Aplikasi Platform Perdagangan Elektronik Di Kalangan Mahasiswa

“…TAM digunakan untuk mendeskripsikan dan memperkirakan penerimaan terhadap penggunaan sistem informasi, metode ini mempunyai dasar-dasar untuk mengetahui faktor yang mempengaruhi penerimaan terhadap suatu sistem, kemudian menjelaskan juga bagaimana hubungan sebab akibat yang berhubungan dengan manfaat suatu sistem informasi dan kemudahan dalam penggunaannya [7]. Jika semua faktor yang akan dinilai dapat diselaraskan dengan tepat, maka inovasi sistem atau aplikasi akan lebih berhasil digunakan dan pengguna akan merasa lebih puas [10]. Dalam memperkenalkan teknologi sistem informasi baru, sebuah perusahaan akan selalu berinvestasi dalam jumlah besar untuk dapat menghasilkan manfaat dalam jangka panjang atau membantu suatu kegiatan operasional agar lebih efektif dan efisien [11].…”