Towards a model for user adoption of enterprise systems in SMEs

Vuuren, Isabel Jansen van; Seymour, Lisa F.

doi:10.1109/es.2013.6690079

Cited by 4 publications

(6 citation statements)

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“…The impact of these actions were then evaluated and learnings were elucidated. This research consisted of two longitudinal studies or AR cycles, the results of the diagnosis phases have been published in a previous paper [13] and the evaluation phases of two action cycles is presented in this paper. Hence this paper presents a deep understanding of user adoption factors after the ERP deploy or "go-live" date which we term post deploy.…”

Section: Methodsmentioning

confidence: 99%

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ERP User Adoption Constraints

Seymour

Vuuren

2014

Proceedings of the 16th International Conference on Information Integration and Web-Based Applications &Amp; Services

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This paper highlights user adoption factors identified in medium sized organisations soon after deploying an ERP (Enterprise Resource Planning) system. Findings from two action research cycles are shared which include a post deploy user adoption model. User adoption constraints were found to be dynamic and need to be facilitated differently throughout an ERP implementation. The user adoption constraints that dominate post deploy are negative job impact and perceived value of the system. These factors were predominantly influenced by a lack of facilitating conditions such as training and system support and insufficient implementation actions such as business process focus, customising and testing. Facilitating conditions and implementation actions were in turn impacted by limited reseller value, resource constraints, organisational culture and industry sector. Limited ERP reseller value, a competitive mid-tier ERP vendor market and resource constrained medium sized organisations are a dangerous combination and pose a high risk to the operations of medium sized organisations implementing ERP systems.

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Section: Methodsmentioning

confidence: 99%

“…The initial themes identified prior to golive have been published in an earlier study [13]. Table 3 identifies the categories and concepts identified during the evaluation phase of the two action research cycle.…”

Section: User Adoption Factorsmentioning

confidence: 98%

ERP User Adoption Constraints

Seymour

Vuuren

2014

Proceedings of the 16th International Conference on Information Integration and Web-Based Applications &Amp; Services

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“…Even though ERP systems have been around since the early 1960s worldwide, there is a lack of its full adoption within the public sector domain in South Africa (Lechesa, Seymour & Schuler 2012;Nwankpa & Roumani 2014;Van Vuuren & Seymour 2013). According to Nwankpa and Roumani (2014), some institutions have adopted ERP systems.…”

Section: Introductionmentioning

confidence: 99%

A South African institution perspective of a framework for enterprise resource planning systems

Shimange

Pillay²

2023

SA Journal of Information Management

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Background: Public sector organisations encounter many challenges because of their complex legislative requirements, social responsibilities and higher public expectations. In the early 1980s, governments worldwide started experimenting with improving functions and processes through enterprise resource planning (ERP) systems.Objective: This study investigated the feasibility of South African government institutions in adopting a guideline that will assist in implementing a sustainable ERP system to improve their information systems strategy.Method: This study followed the qualitative dominating mixed research methodology. A survey was distributed to 20 participants with closed-ended questions to collect quantitative data and open-ended questions to collect qualitative data.Results: Thirteen factors that allow ERP systems to be successfully implemented were identified. Some of the factors included effective change management policies, end-user specialised knowledge, organisation culture fit, top management support, ERP training before and post-implementation, visibility of activities throughout the workflow, and willingness to change. Sixteen issues that restrict ERP implementation were also identified. Some of the restricting factors include ERP system complexity, high levels of customisation, inadequate flexibility, budget, maintenance costs, lack of vendor support, implementation delays and cost overruns. The current state of ERP implementation in the investigated organisation is of acceptance with growth being achieved gradually and steadily. Conclusion:The proposed framework provides core competencies such as top management support, ERP training before and post-implementation, and effective change management policies among others, that can be used to establish corrective measures before and during the installation of ERP systems.Contribution: This study contributed to the body of knowledge by identifying the success and hindering factors of ERP system implementation. The proposed framework outlines guidelines for organisations to successfully adopt and implement ERP systems.

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“…Au cours des 15 dernières années, ils ont été massivement implantés dans les grandes comme dans les petites organisations, au point de soutenir des systèmes d'information « standards » dans la plupart des secteurs écono-miques (van Vuuren & Seymour, 2013). Pour autant, les résultats associés à ces investissements dans des solutions de gestion intégrées demeurent pour le moins mitigés.…”

Section: Introductionunclassified

Légitimer l’implémentation d’un ERP: une comparaison Canada – Thailande

Meissonier¹,

Lapointe

Houzé³

2015

Journal of Decision Systems

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For more than 15 years, large, small and medium enterprises have been investing in enterprise systems. Gradually, Enterprise Resource Planning (ERP) turned out to become worldwide standards in information technology (IT) in most business sectors. However, a large part of these investments are associated with failing or counter-performance results in organisations. As a consequence, ERPs have a reputation deficit likely to jeopardise users' acceptance. However, despite their potential reluctance and resistance, organisations continue to implement ERP, and in the Information Systems (IS) literature, there is a lack of research on the way to manage IT project legitimacy with stakeholders. From this perspective, the article identifies and analyses the decisions made by managers to get and maintain the support of stakeholders throughout the project to ensure its achievement. The empirical part presents and compares two cases studies in highly different sociocultural contexts: a North American university and a company based in Thailand. Qualitative data collected from the semi-structured interviews with the project managers allowed us to identify the way the ERP adoption decisions were associated to pragmatic, moral and cognitive legitimation actions. Then, the article introduces the legitimation trajectory concept as a key principle of change management.Depuis une quinzaine d'années, les grandes et petites entreprises ont décidé d'investir dans les ERP (ou progiciels de gestion intégrés). Ces technologies sont donc devenues, au fil du temps, des sortes de « standards » au niveau mondial en matière de gestion des systèmes d'information et ce dans la plupart des secteurs économi-ques. Or, la majorité de ces investissements est associée à des situations d'échecs ou de contre-performance au sein des organisations. Les ERP souffrent donc d'un défi-cit d'image à même de compromettre leur acceptation par les utilisateurs, et la recherche scientifique dispose de peu de recul quant à la manière dont leur légitimité est assurée avec les acteurs clés du changement. Pour cela, l'article identifie et analyse les décisions prises par les managers afin d'obtenir l'assentiment des différentes parties prenantes afin de fiabiliser l'achèvement desdits projets ERP. La partie empirique présente et compare deux études de cas conduites au sein d'organisations présentant des contextes socio-culturels fortement différenciés : une université d'Amérique du Nord et une société basée en Thaïlande. Les données obtenues des entretiens qualitatifs conduits auprès des managers de projet permettent d'identifier comment la décision d'implémentation des ERP a été associée à des actions de légitimation de type pragmatique, morale et cognitive tout au long du projet. L'article introduit ensuite la notion de trajectoire de légitimation comme principe de gestion du changement en fonction du contexte socio-culturel du projet.

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Towards a model for user adoption of enterprise systems in SMEs

Cited by 4 publications

References 37 publications

ERP User Adoption Constraints

ERP User Adoption Constraints

A South African institution perspective of a framework for enterprise resource planning systems

Légitimer l’implémentation d’un ERP: une comparaison Canada – Thailande

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