scholarly journals Organization Factors for ERP Projects in a Developing Country: A Case Study Jordan

2018 ◽  
Vol 11 (8) ◽  
pp. 1
Author(s):  
Mohammad AL-Zoubi ◽  
Ahmad Al-Haija
Keyword(s):  
Change Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Top Management ◽  
Successful Implementation ◽  
Management Support ◽  
Implementation Success ◽  
Erp Implementation ◽  
Top Management Support

The organization factors integral to the successful implementation of ERP systems are identified in this paper, and the organization factors under scrutiny include: Change Management, Business Process Management, and Top Management Support. Survey questionnaires were circulated to ERP users in companies in Jordan, which led to the collection and analysis of 314 responses in total. The results evidence significant relationship between change Management and top management support with ERP implementation success. However, the outcomes did not support the relationship between Business Process Management and ERP implementation success. This study could assist ERP vendors and consultants in developing countries in preparing certain strategies for dealing with the oddity between their ERP products and ERP adopting organizations. Also, both ERP adopting organizations and managers could attain awareness regarding the intricacies that are inherent in ERP installations in order to prevent obstacles while increasing the possibility of attaining the looked-for results.

scholarly journals The Role of Technology, Organization, and Environment Factors in Enterprise Resource Planning Implementation Success in Jordan

2018 ◽  
Vol 11 (8) ◽  
pp. 48 ◽  
Author(s):  
Mohammad AL-Zoubi
Keyword(s):  
Technology Adoption ◽  
Business Process ◽  
Enterprise Resource Planning ◽  
Business Process Management ◽  
Process Management ◽  
Resource Planning ◽  
Management Support ◽  
Implementation Success ◽  
Erp Implementation ◽  
Top Management Support

In many ways, the application of Enterprise Resource Planning (ERP) systems is useful. In today’s business arena, ERP is regarded as a necessity. Implementation of ERP is costly and requires a lot of efforts but in Jordanian organizations, its success rate has been unsatisfactory. Hence, this study attempts to identify factors linked to implementation success of ERP in Jordan. The strategic factors are examined and they include technology adoption, web site service, competitive, top management support, change management, business process management, and trust. Questionnaires were distributed to ERP users in Jordanian firms which returned 141 responses which were analyzed. The results show significant linkage between technology adoption, web site service, competitive, top management support, change management, and business process management, and ERP implementation success. Nonetheless, the findings do not support the linkage between business process management and ERP implementation success. The findings show that firms can leverage TOE for improving ERP’s implementation success to gain the anticipated benefits. Also, there is possibility that different critical success factors have different impacts on ERP benefits. Such finding expands the supposition of TOE theory that resources generate competitive advantages. This paper adds to researches on ERP by providing further evidence of the differing impacts of TOE on the successful implementation of ERP.

scholarly journals ANALISIS KEBERHASILAN IMPLEMENTASI ENTERPRISE RESOURCE PLANNING

2017 ◽  
Vol 1 (01) ◽  
pp. 67
Author(s):  
Rika A Susanti ◽  
Dini Wahjoe Hapsari
Keyword(s):  
Change Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
Management Training ◽  
Process Reengineering ◽  
Successful Implementation ◽  
Management Support ◽  
Training And Education ◽  
Top Management Support ◽  
Platform Development

This study was designed to analyze the effect of top management support, business process reengineering, effective project management, change management, training and education to the successful implementation of ERP in PT. Telekomunikasi Indonesia Tbk Japati, Bandung. This research method using regression analysis with a survey technique in which the population of this study is on the Enterprise & Analytic Platform Development. Research hypothesis testing is done using the F test and t test and descriptive analysis. The data were obtained using a questionnaire research instruments that contain a list of statements to measure the respondents to the study variables. The results from this research indicate that simultaneously successful implementation of ERP influenced by critical success factor with a value of r-square 79% and partially variable top management support, business process reengineering, effectiveness project management not associated with successful implementation of ERP and variable change management, training and education are significantly associated with successful implementation of ERP. Based on the research results, to improve the success of ERP implementation, Enterprise & Analytic Platform Development at Telkom should conduct change management and improving training and education to employees to enhance the ability of employees to use the ERP system

scholarly journals Key Success Factor for Successful ERP Implementation in State Owned Enterprises

2018 ◽  
Vol 7 (4.38) ◽  
pp. 916
Author(s):  
Sri Rahayu ◽  
Vaya Juliana Dillak
Keyword(s):  
Business Process ◽  
Business Process Reengineering ◽  
Education And Training ◽  
Process Reengineering ◽  
Top Management ◽  
Management Support ◽  
Software Selection ◽  
Erp Implementation ◽  
Top Management Support ◽  
And Training

ERP implementation is a way to improve competitive advantage, and ERP is one of the factors that affect the company's performance. However, many studies reveal that many companies trying to implement ERP failed although in the end many were successful. To achieve its success, several key factors to be considered include top management support, effective project management, business process reengineering, hardware and software selection, education and training, and vendor support. This study aims to explore the key of successful implementation of ERP in state-owned enterprises in Bandung, Indonesia. Related to state owned enterprises that have failed and succeeded in the implementation of ERP, the effective management project analysis has a significant influence on the success of system implementation while top management support, business process reengineering, hardware and software selection, education and training and vendor support have no effect on the success of ERP implementation. However all variables studied simultaneously have effects on the success of ERP implementation.  

Critical Success Factors for Enterprise Resource Planning System Implementation in Qatar

2019 ◽  
Vol 10 (4) ◽  
pp. 25-42
Author(s):  
Abdulla Ali Al Rabeay ◽  
Karma Sherif
Keyword(s):  
Project Management ◽  
Business Process ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Top Management ◽  
Management Support ◽  
System Implementation ◽  
Erp Implementation ◽  
Erp System ◽  
Top Management Support

The purpose of this study is to examine the impact of project management planning processes (including team competency and business process re-engineering) and top management support on the success of enterprise resource planning (ERP) system implementation in Qatar. This study adopted a quantitative method to collect data through a survey from employees working in Qatari government ministries that implemented an ERP system in the last 10 years. Partial least square structural equation modeling analysis was used to test the relationship among variables. The findings revealed that project management, top management support and business process re-engineering make a significant contribution to the success of ERP implementation. However, team competency and composition had no significant effect on ERP implementation success. The study recommends that governmental agencies who are planning to implement a new ERP system should consider these factors during the early planning stages in order to successfully implement the system and avoid any delays or overspending in project delivery.

scholarly journals Perceived Organizational ERP Benefits for SMEs: Middle Eastern Perspective

10.28945/2301 ◽  
2015 ◽  
Vol 10 ◽  
pp. 145-172 ◽  
Author(s):  
Soud Almahamid ◽  
Omer Awsi
Keyword(s):  
Organizational Culture ◽  
Project Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Top Management ◽  
Management Support ◽  
Perceived Benefits ◽  
Positive Correlation ◽  
Top Management Support

This study aims to examine the impact of organizational environment (top management support, company-wide support, business process reengineering, effective project management, and organizational culture) and enterprise resource planning (ERP) vendor environment (ERP vendor support) on ERP perceived benefits. In order to achieve the study’s aim, a questionnaire was developed based on the extant literature to collect relevant data from the research informants. The population for this research consisted of all users of Microsoft Dynamics Great Plains (a typical type of enterprise system), which is frequently used in Jordanian companies in Amman City. A random sample of 30% of the research population was selected. The results revealed that business process reengineering, effective project management, company-wide support, and organizational culture have a positive correlation with ERP perceived benefits, whereas top management support does not. In addition, there is a significant positive correlation between vendor support and ERP perceived benefits. Academic and practical recommendations are provided.

scholarly journals A validated business process modelling success factors model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wasana Bandara ◽  
Guy Grant Gable ◽  
Mary Tate ◽  
Michael Rosemann
Keyword(s):  
Business Process ◽  
Success Factors ◽  
Stakeholder Involvement ◽  
Process Modelling ◽  
Top Management ◽  
Management Support ◽  
Business Process Modelling ◽  
Content Type ◽  
Top Management Support ◽  
Success Model

PurposeBusiness process modelling (BPMo) projects are core to digital transformation projects as they provide the conceptual foundation to the orchestration of technologies along a process. Yet, success factors of BPMo projects have received little research attention to date. This study empirically validates a BPMo project success model, pointing to normative practice guidelines and important future research.Design/methodology/approachThis research reports on the quantitative re-specification and validation of a business process modelling success model, employing survey responses from 261 process modellers worldwide.FindingsThe study distilled and validated a final set of success antecedents: Top Management Support, Project Management Capabilities, Stakeholder Input, Modeller Expertise and Modelling Tool Usage; and clearly evidences their relationships with each other and with two moderating variables – Importance and Complexity. The paper offers a nuanced explanation of the indirect role of top management support in building stakeholder involvement and explains how complex projects that are perceived as important being more likely to attract high levels of necessary stakeholder involvement. The authors conclude that top management needs to create an environment of co-ordinated excellence which spans both technical skills and resources, and a high level of committed engagement between stakeholders and technicians in order for BPMo projects to succeed.Originality/valueThis study is the first to operationalize and quantitatively test antecedents of BPMo project success and their interactions, presenting novel insights into how the success factors interact. Awareness of the more influential antecedents of successful process modelling projects offers valuable guidance for the planning, management and conduct of BPMo projects.

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