The role of readiness for change in ERP implementation: Theoretical bases and empirical validation

Implementation of ERP systems continues to drive change in organizations. However, the effort is often considered a failure, partially because potential users resist the change. Readiness plays an active role in reducing resistance to such efforts. Therefore, we examined the formation of readiness for change and its effect on the perceived technological value of an ERP system leading to its use. We developed a model of readiness for change incorporating TAM and TPB. The model was then empirically tested using data collected from users of ERP systems in Korea. Structural equation analysis using LISREL provided significant support for all proposed relationships. Specifically, we found that readiness for change had an indirect effect on behavioral intention to use an ERP system. At the same time, readiness for change was found to be enhanced by two factors: organizational commitment and perceived personal competence.     

Perceived usefulness,user involvement and behavioral intention: an empirical study of ERP implementation

Many firms have implemented enterprise resource planning (ERP) systems in the past few years. The expensive nature of these systems requires that effective usage of these systems be attained in order for an organization to derive the expected benefits from the technology. This study looks at the influence that perceived usefulness, user involvement, argument for change, prior usage and ease of use have on the behavioral intention to use an ERP system. A mail survey was used to collect data in an organization that was implementing an ERP system. A total of 571 responses were obtained. The results indicate that users perception of the perceived usefulness, ease of use of the technology, and the users’ level of intrinsic involvement all affect their intention to use the technology. The results seem to suggest that managerial efforts aimed at increasing the users’ perceptions of the usefulness and personal relevance of the technology will contribute to implementation success, where success is defined as effectual usage of the technology. The paper ends with possible extensions to this study.     

Modeling use of enterprise resource planning systems: a path analytic study

In this research, we evaluated user participation and involvement in the context of enterprise resource planning (ERP) systems. Since ERP systems are enterprise-wide in scope, these systems have a high level of complexity, and require a different implementation methodology. While most studies analyze implementation at an organization or industry level, there is a dearth in research in ERP system adoption at the individual or user level. In our study, we examine ERP system acceptance at the individual level. In this research, we expected to find differences in the nature of user participation and involvement in ERP compared to other information systems. Using Barki and Hartwick's extension of the theory of reasoned action, a revised model was developed and tested empirically. While Barki and Hartwick's model explains user behavior vis-à-vis user participation and involvement, a more parsimonious model demonstrates that usage dynamics in ERP implementation are different. We complemented our statistical analysis by three case studies. Based on our results we believe that, given the nature of ERP and its implementation, traditionally formalized links between influencers of users' attitude and involvement may need to be revised. We have discussed why we need to seek alternate forms of influencers. In doing so, we suggest that investments be made in preparatory work practices and employee development prior to ERP decisions. Such investments are complementary to information technology and are widespread throughout the firm. We believe that such investments will play a significant role in influencing the attitude of users toward any system and also their involvement.     

The relation of interface usability characteristics,perceived usefulness,and perceived ease of use to end-user satisfaction with enterprise resource planning (ERP) systems

Over the past few years, firms around the world have implemented enterprise resource planning (ERP) systems to have a standardized information system (IS) in their respective organizations and to reengineer their business processes. While millions of dollars have been spent on implementing ERP systems, previous research indicates that potential users may still not use them. This study, based on data from 51 end-users in 24 companies examines various usability factors affecting end-user satisfaction with ERP systems. The results indicate that both perceived usefulness and learnability are determinants of end-user satisfaction with ERP systems. In addition perceived ease of use and system capability affect perceived usefulness, while user guidance influences both perceived usefulness and learnability. Implications of these findings are discussed and further research opportunities described.     

Relationships among ERP post-implementation success constructs: An analysis at the organizational level

Enterprise resource planning (ERP) systems implementation success factors have been widely researched; however, few have investigated ERP post-implementation success in organizational contexts. The paucity of research into ERP system success evaluations partly motivates this research. To that end, the objective of this study is twofold. First, it primarily investigates the relationships among six constructs or dimensions in a respecified ERP system success measurement model, which was developed from prior relevant frameworks. Second, this research adds to the body of knowledge in the information system (IS) success evaluation domain, especially with its focus on ERP packages. The extended ERP system success model was tested using data collected in a cross-sectional field survey of 109 firms in two European countries. Structural equation modeling (SEM) was used to test six relevant hypotheses. The SEM results showed that five out of the six hypotheses have significant, positive associations. Namely, the constructs of System Quality, Service Quality, Individual Impact, Workgroup Impact, and Organizational Impact have strong relevance in ERP success conceptualization, whereas Information Quality does not, at least, in the context of our data. The pertinence of the study’s findings for IS success evaluation as well as its implications for practice and research are discussed.     

制造执行系统体系结构中功能模型的研究

ERP系统面向客户从整个企业的层面制定的生产计划需要根据工厂实际状况进行执行 ，但由于ERP本身的限制及工厂层的动态变化特性和生产过程中的大量不确定性使得管理层 的计划常常和工厂层的实际情况相脱节．制造执行系统（MES）就是为了解决这一问题而发 展起来的．MES是面向执行的工厂层信息系统，为ERP系统和控制系统提供关键联接，能自动 执行计划层制定的生产计划，从收集的实时数据中提取ERP系统所需的正确信息，使企业中 需要相互联系的各信息系统和以产品生产为纽带的各部门紧密联系、协调运作，使企业获得 最大的效益．本文介绍了MES产生和发展，在MESA模型的基础上提出由计划执行与工厂管理 、数据采集与处理两大部分组成，包含10个模块的MES功能模型．     

Drivers and effects of enterprise resource planning post-implementation learning

The use of enterprise resource planning (ERP) systems has grown enormously since 1990, but the failure to completely learn how to use them continues to produce disappointing results. Today's rapidly changing business environment and the integrative applications of ERP systems force users to continuously learn new skills after ERP implementation. This study explores the effects of post-implementation learning on ERP usage and ERP impact and identifies the factors that can impact post-implementation learning, such as social capital and post-training self-efficacy. This study employs a survey method to examine the perceptions of ERP users. The theoretical model is tested by using structural equation modelling on a dataset of 812 users. This study finds that post-implementation learning has a significant positive effect on ERP usage and ERP impact, and that social capital and post-training self-efficacy are important antecedent factors of post-implementation learning. Post-training self-efficacy also significantly affects ERP usage and ERP impact. The implications for research, practice and future research directions are discussed.     

Integrating ERP using EAI: a model for <Emphasis Type="Italic">post hoc</Emphasis> evaluation

In recent years there has been an increased focus on improving the capability and flexibility of organisational information systems through improving, and where necessary, re-engineering inter- and intra-organisational information flows. In doing so, many firms have realised that the cornerstone of their information systems capability is dependent upon core systems such as Enterprise Resource Planning (ERP). In realising this, it has forced businesses to acknowledge the need to integrate ERP systems with existing disparate legacy systems. Technology solutions such as Enterprise Application Integration (EAI) have been seen as a panacea to facilitate integration through the use of technologies that allow corporate IS subsystems to communicate with one another. In the context of using enterprise technologies to integrate ERP with other organisational business systems, this paper analyses and extends previously published work through presenting the failure of an industrial automation business to integrate its ERP system with legacy processes when using an EAI approach. In doing so, the authors present a post hoc evaluation model that can be used by others as a frame of reference; a tool for reflection. The presented model seeks to provide further insight to the failed approach to ERP integration, within the given case study organisation. This proposed model, is constructed in terms of Technical, Organisational and Tailorability components. It is anticipated that this will be a useful tool for both practitioners and academics, who wish to gain a deeper understanding of ERP/EAI implementation approaches, as well as providing insights into how the componentisation and extension of ERP functionalities can be achieved, towards so-called ERPII.     

Knowledge sharing and ERP system usage in post-implementation stage

Many organizations have adopted enterprise resource planning (ERP) systems in recent years to integrate information and information-based processes within and across functional areas. Because of the under-utilization of ERP systems, most of these organizations are disappointed in reaching the anticipated business goals. It is imperative to explore how to facilitate the usage of ERP systems for organizations. This study aims to develop an understanding of the effect of knowledge sharing on ERP system usage and the factors affecting employees’ knowledge sharing after the initial implementation of an ERP system. Selected social oriented theories were employed to develop our conceptual model. By means of a survey of 804 ERP users from 53 Taiwan companies, we confirmed our research model to some extent and found that social capital, intrinsic motivation, and self-efficacy all have significant impacts on knowledge sharing. However, contrary to common belief, we found a negative, though insignificant, effect of extrinsic motivation on knowledge sharing. The implications for research, practice, and future research directions are discussed herein.     

Impact analysis of ERP post-implementation modifications: Design,tool support and evaluation

ERP systems evolve in the post-implementation phase because of changing business requirements. Post-implementation changes are likely to decrease the quality of ERP systems and of the data that they use, which negatively impacts organisational performance. We propose a framework for impact analysis of ERP post-implementation modifications. Our framework allows mapping dependencies among ERP system components and, based on these dependencies, automatically assessing the impact of a proposed change on both the design-time structure and run-time landscape of the system through a novel set of impact metrics. The framework also provides semi-automatic support to safely terminating the running process instances affected by change. The framework is evaluated with expert users in two pseudo-real ERP system implementations.