What leads to post-implementation success of ERP? An empirical study of the Chinese retail industry

Zhu, Yan; Li, Yan; Wang, Weiquan; Chen, Jian

doi:10.1016/j.ijinfomgt.2009.09.007

Cited by 202 publications

(152 citation statements)

References 62 publications

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“…It enables organizations to plan, coordinate, and monitor various implementation activities (Ngai et al, 2008). Additionally, Zhu, Li, Wang, and Chen (2010) indicated that effective project management ensures the successful automation of many routine operations by the system, which leads to many operational benefits, including high processing speed and productivity.…”

Section: Project Management (Pm)mentioning

confidence: 99%

“…This is because they have the required knowledge and expertise to assist the adopting organizations in the effective use of the system and realize both managerial and operational benefits. It was indicated that the consulting process is a necessary step for organizations that are willing to implement such system (Maditinos, Chatzoudes, & Tsairidis, 2011;Zhu et al, 2010). This necessity originated from the ERP's integrative nature, which makes its implementation more complex than that of traditional systems (Wang & Chen, 2006).…”

Section: Consultant Support (Cs)mentioning

confidence: 99%

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The Effects of the Critical Success Factors for ERP Implementation on the Comprehensive Achievement of the Crucial Roles of Information Systems in the Higher Education Sector

Fadelelmoula

2018

IJIKM

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Aim/Purpose: The aim of this study is to examine empirically the effects of certain key Critical Success Factors (CSFs) for the implementation of Enterprise Resource Planning (ERP) Systems on the comprehensive achievement of the crucial roles of Computer-Based Information Systems (CBISs) Background: The effects of the CSFSs were examined in the higher education sector in the Kingdom of Saudi Arabia (KSA) using a case study of the ERP adoption in Prince Sattam Bin Abdulaziz University. Methodology: A theoretical model was proposed based on the literature written on the CSFs and the roles of CBISs in business. The model encompasses six key CSFs and their associations with the realization of the crucial roles of CBISs. To test the proposed model, a questionnaire was developed by considering the most frequently used measurements items in the ERP’s literature. The data were collect-ed from 219 key stakeholders. Contribution: This study acts as one of the few empirical studies in assessing the effects of the important CSFs for ERP implementation upon its successful implementation. Its outcomes provide more insights and clarifications about the effects of six key CSFs on the comprehensive achievement of the crucial CBIS’s roles. Particularly, the uniqueness of this study lies in addressing the effects of these CSFs on the achievement of the vital CBIS’s roles collectively rather than the achievement of each role individually. Moreover, the study examined these effects in the higher education environment, which is characterized by its own special business processes and services. Findings: The results reveal that the six key CSFs have a positive relationship with the comprehensive achievement of the crucial roles of CBISs. These findings are consistent with many previous studies on the effects of the CSFs on the realization of the expected benefits of the enterprise systems. Recommendations for Practitioners: The managers and other key stakeholders should carefully manage the vital aspects of the CSFs in order to realize the promised ERP’s benefits, including the CBIS’s roles. Future Research: Additional empirical examinations are needed to investigate the effects of the rest of the CSFs on realizing the roles of information systems.

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Section: Project Management (Pm)mentioning

confidence: 99%

Section: Consultant Support (Cs)mentioning

confidence: 99%

The Effects of the Critical Success Factors for ERP Implementation on the Comprehensive Achievement of the Crucial Roles of Information Systems in the Higher Education Sector

Fadelelmoula

2018

IJIKM

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“…The IS discipline has borrowed and adapted the organizational readiness concept and has used it in the IT context. Some studies suggest a positive and direct link between organizational readiness and IT implementation success (e.g., Zhu et al, 2010;Gargeya & Brady, 2005), some suggest that this link may be mediated by other variables (e.g., Shahrasbi & Paré, 2015;Croteau & Li, 2003). In all cases, organizational readiness is considered an important concept in the IT transformation context and in any organizational transformation context, including in nonfor-profit and healthcare sectors.…”

Section: Toward a Conceptual Model Of It-based Service Innovation In mentioning

confidence: 99%

Healthcare service innovation based on information technology : The role of social values alignment

Marsan¹,

Audebrand²,

Croteau³

et al. 2017

Systèmes d'Information &Amp; Management

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Le dossier de santé personnel informatisé (DSPI) est une technologie de l’information (TI) conçue pour l’autonomisation des patients en matière d’autogestion de la santé. Toutefois, son déploiement réel reste moindre que prévu en raison de deux barrières principales que doivent adresser les fournisseurs de DSPI : manque de confiance envers le fournisseur dans la confidentialité des données et manque de flexibilité de l’outil. Pour outrepasser ces barrières, nous envisageons la possibilité que les DSPI soient offerts par les coopératives de santé en collaboration avec la communauté de développement open source partageant des valeurs similaires. En mobilisant le concept d’alignement social qui met l’accent sur les valeurs, nous explorons d’abord la possibilité d’alignements sociaux entre les valeurs sous-jacentes à la mission des coopératives de santé et celles sous-jacentes à la finalité des DSPI, et entre les valeurs fondamentales des coopératives de santé et celles des communautés de développement open source. Nous explorons aussi l’effet de ces alignements potentiels sur l’intérêt des coopératives de santé à innover avec un service de santé basé sur le DSPI. Pour atteindre nos objectifs de recherche 17 entrevues ont été menées dans des coopératives de santé au Québec, une province du Canada où le réseau des coopératives de santé est particulièrement actif. Nos résultats montrent que le concept d’alignement des valeurs sociales est utile dans le contexte de l’innovation de service basé sur un DSPI dans les coopératives de santé. Toutefois, notre analyse des données montre que l’alignement des valeurs sociales ne suffit pas pour qu’une telle innovation se produise. En effet, nos résultats nous ont conduits vers le concept de prédisposition organisationnelle afin de mieux comprendre ce qui est nécessaire pour augmenter la probabilité que l’innovation de service basé sur un DSPI se produise au sein des coopératives de santé. Cette étude se termine par l’amorce d’un développement théorique où nous bâtissons sur nos résultats et sur la littérature pour proposer un modèle conceptuel de l’innovation de service basé sur les TI dans les organisations de soins de santé.

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“…Research on post-implementation presents it as part of a stage maturity model (Holland & Light, 2001), studies the critical factors that lead to its success (Holland & Light, 1999;Zhu & Li, 2010), the way to maximize benefits from, and continuous improvement of implemented ISs (Shanks, Seddon, & Willcocks, 2003;Yu, 2005), and the effects of post-implementation behaviours (Ahuja & Thatcher, 2005;Karahanna, Straub, & Chervany, 1999). This research has been mainly concerned with large and complex systems such as enterprise resource planning (ERP) systems and, according to (Kim & Son, 2009), has been mainly conducted in intra-organizational settings.…”

Section: Post-merger Dilemma Of Integration Versus Autonomymentioning

confidence: 99%

Unpredictable Reconfigurations

Vieru

Trudel

2013

International Journal of Social and Organizational Dynamics in IT

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A merger is the result of a strategic decision aimed at creating synergy. Notwithstanding mergers’ expected benefits, their outcomes are often beset by problems such as employees’ high levels of stress, dissatisfaction and resistance. Research suggests that these problems are often related to the issue of boundary management during the post-merger integration phase (PMI), which refers to the degree of integration required among the merging parties and the degree of autonomy, that each must retain for the merger to achieve synergy. The literature identifies information systems (IS) as being a key enabler of successful mergers and suggests that during PMI, new ISs that span the boundaries of the previously independent firms need to be implemented to facilitate a specific level of integration. Yet, there is a paucity of studies on the issue of boundary management at the information technology (IT) level during PMI. Adopting a sociomaterial perspective and based on a qualitative study within a healthcare organization, the authors find that post-merger practices were the result of dialectic processes of resistance to, and negotiation of, the IS reconfiguration after its implementation.

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What leads to post-implementation success of ERP? An empirical study of the Chinese retail industry

Cited by 202 publications

References 62 publications

The Effects of the Critical Success Factors for ERP Implementation on the Comprehensive Achievement of the Crucial Roles of Information Systems in the Higher Education Sector

The Effects of the Critical Success Factors for ERP Implementation on the Comprehensive Achievement of the Crucial Roles of Information Systems in the Higher Education Sector

Healthcare service innovation based on information technology : The role of social values alignment

Unpredictable Reconfigurations

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