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 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.

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.

Factors that Improve ERP Implementation Strategies in an Organization

2012 ◽  
pp. 114-135
Author(s):  
Chetan Sankar
Keyword(s):  
Enterprise Resource Planning ◽  
Implementation Strategies ◽  
Resource Planning ◽  
Exploratory Research ◽  
Management Support ◽  
Erp Implementation ◽  
Top Management Support ◽  
Resource Commitment ◽  
Implementation Experience ◽  
Practical Implications

This paper reports the results of an exploratory research that describes the Enterprise Resource Planning (ERP) implementation experiences of Robert Bosch Corporation over a period of time. In this paper, the author highlights a list of factors that could improve ERP implementations such as large resource commitment to the project, adoption of corporate standards that promote process harmonization, making hard yet important decisions that are irreversible, and top management support. The major contribution of this article is in explaining why the ERP implementation experience at Robert Bosch succeeded in 2004 in contrast to its implementation experience during 1992-1999. The resulting practical implications are discussed.

scholarly journals WORLD PRACTICE OF BUSINESS PROCESS MANAGEMENT IN THE FIELD OF ELECTRONIC COMMERCE

2021 ◽  
pp. 41-46
Author(s):  
Skliar D.
Keyword(s):  
Information And Communication Technologies ◽  
Business Process ◽  
Enterprise Resource Planning ◽  
Information Technologies ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Management Practice ◽  
Resource Planning ◽  
The World

The article describes the specifics and main trends that characterize the world practice of business process management in the field of e-commerce in the context of its impact on the formation of prerequisites for economic development of enterprises in this field in modern conditions. It is determined that the activity in the field of e-commerce is based on the execution of transactions by electronic means of communication, ie, on modern information and communication technologies and significantly depends on their development. The development of these technologies determines the dynamics and variability of the use of leading technological solutions in e-com-merce and causes the rapid rise of e-commerce over the past three decades from an experimental channel of product promotion / sales to a significant field of activity. The management of business processes in the analyzed area is considered in the context of the transition of modern enterprises to practices that have become possible due to the introduction of information technology and significantly reduce operating costs and increase sales of e-commerce products and services. It is determined that the world practice of business process management is focused on the implementation of the following areas of managerial influence on the activities of enterprises in order to increase its efficiency: improving relationships with suppliers; automation of internal processes related to e-commerce; improving the customer experience; optimization of order return and cancellation processes; integration of artificial intelligence. The world practice of business process management in e-commerce is characterized by the widespread use of numerous systems that support the manage-ment of various aspects of e-commerce. The main ones are ERP-systems, enterprise resource planning systems. These are systems that support the management of the company, optimizing the use of its resources and all processes occurring in it. It is advisable to develop management practice at the level of a particular e-commerce enterprise in accordance with these areas, paying attention to the successes and challenges of leading market players at the global and local levels.Keywords: business processes, e-commerce, e-commerce, business process management, management, e-business, information technologies. Охарактеризовано специфіку та основні тенденції, що відображають світову практику управління бізнес-процесами у сфері електронної комерції в контексті її впливу на формування передумов розвитку підприємств даної сфери за сучасних умов. Визначено, що діяльність в сфері електронної комерції заснована на сучасних інформаційно-комунікаційних технологіях та суттєво залежить від їх розвитку, який визначає динаміку та варіативність використання провідних технологічних рішень в електронній комерції. Світова практика управління бізнес-процесами зосереджена на реалізації наступних напрямків: удосконалення взаємовідносин з постачальниками; автоматизація внутрішніх процесів, пов’язаних з електронною комерцією; покращення клієнтського досвіду; оптимізація процесів повернення та скасування замовлень; інтеграція штучного інтелекту. Ключові слова: бізнес-процеси, електронна комерція, електронна торгівля, управління бізнес-процесами, електронний бізнес, інформаційні технології.

Factors that Improve ERP Implementation Strategies in an Organization

2010 ◽  
Vol 6 (2) ◽  
pp. 15-34 ◽  
Author(s):  
Chetan S. Sankar
Keyword(s):  
Enterprise Resource Planning ◽  
Implementation Strategies ◽  
Resource Planning ◽  
Exploratory Research ◽  
Management Support ◽  
Erp Implementation ◽  
Top Management Support ◽  
Resource Commitment ◽  
Implementation Experience ◽  
Practical Implications

This paper reports the results of an exploratory research that describes the Enterprise Resource Planning (ERP) implementation experiences of Robert Bosch Corporation over a period of time. In this paper, the author highlights a list of factors that could improve ERP implementations such as large resource commitment to the project, adoption of corporate standards that promote process harmonization, making hard yet important decisions that are irreversible, and top management support. The major contribution of this article is in explaining why the ERP implementation experience at Robert Bosch succeeded in 2004 in contrast to its implementation experience during 1992-1999. The resulting practical implications are discussed.

scholarly journals An Empirical Analysis on Critical Success Factors for Enterprise Resource Planning (ERP) Implementation in Automobile Auxiliary Industries

2018 ◽  
Vol 7 (3.27) ◽  
pp. 447
Author(s):  
Srinivasan Lakshmanan ◽  
S Edmund Christopher ◽  
D Kinslin
Keyword(s):  
Project Management ◽  
Change Management ◽  
Enterprise Resource Planning ◽  
Success Factors ◽  
Resource Planning ◽  
Training And Development ◽  
Management Support ◽  
Erp Implementation ◽  
Top Management Support ◽  
Critical Success

The aim of this study is to investigate Critical Success Factors (CSFs) for Enterprise Resource Planning (ERP) Implementation in Automobile Ancillary Industries (AAIs). Therefore. An in-depth and systematic literature review is done to find out the existing reviews of CSFs. Based on the review, several Discussions, Interviews and Benchmarking with experienced ERP consultants and Project management team with ERP implementations in AAIs. Thus, we showed that all factors found in the literature also affected the success of ERP projects in AAIs. CSFs Training and development, Top Management Support and commitment and Project Management, Advanced Hardware and Software and Change Management will optimize the business Process and improve the business performance and make success of the ERP Implementation. Friedman’s ranking analysis and correlation analysis were applied and detailed analysis were submitted on this study However, within those projects, Advanced Hardware and Software gained much more importance compared to the factors that most influence the success of ERP Implementation in AAIs, factors like Training and Development and Top Management Support and Commitment were even more important than Change Management and which were the most important factors in Success of the ERP Projects. This practical guidance will be helpful for the company owners, senior executives, managers and ERP consultants to be more proactive, efficient and better prepared for making Successful implementation of ERP with their limited resources especially in AAIs.  

PENGARUH DUKUNGAN MANAJEMEN PUNCAK, MANAJEMEN PROYEK DAN KETERLIBATAN PENGGUNA TERHADAP TINGKAT KESUKSESAN IMPLEMENTASI ENTERPRISE RESOURCE PLANNING PADA PERUSAHAAN DI JABODETABEK

2017 ◽  
Vol 2 (2) ◽  
pp. 147-154
Author(s):  
Julian Aristo
Keyword(s):  
Project Management ◽  
Enterprise Resource Planning ◽  
User Involvement ◽  
Resource Planning ◽  
Business Environment ◽  
Top Management ◽  
Management Support ◽  
Erp Systems ◽  
Factors Affecting ◽  
Top Management Support

Enterprise Resource Planning (ERP) systems have become vital strategic tools in today’s competitive business environment. Implementation of ERP systems is a highly complex process which is influenced not only by technical, but also by other factors. The purpose of this research to find out factors influencing the success of ERP implementations in companies in Jabodetabek. In this research three factors of success implementation ERP were selected on the bases of previous research that includes top management support, project management and user involvement. The results indicate that top management support and project management are key factors affecting the success of ERP implementations, while user involvement does not affect the success of ERP implementations. Top management support, project management and user involvement affect the success rate of 72.7% of ERP implementations. While the rest equal to 27.3% influenced by other variables not included in this research model. Keywords: Enterprise Resource Planning, Top management support, project management, user involvement

Managing top management support in complex information systems projects

2017 ◽  
Vol 19 (1/2) ◽  
pp. 151-164 ◽  
Author(s):  
Salvador Bueno ◽  
M. Dolores Gallego
Keyword(s):  
Information Systems ◽  
Organizational Communication ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
End Users ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
And Training

Purpose Top management support (TMS) is considered as a critical factor for the success of information systems (ISs) projects. The literature shows that TMS has a positive impact on achieving success in ISs’ projects in different aspects. However, the enabling factors for TMS in complex ISs’ projects have barely been tested, something which this study aims to rectify. Design/methodology/approach This study has designed a research model based on structural equation modelling (SEM) with the intention of analysing the perception of IS end users regarding the effect on TMS of the following factors: technological complexity and training and organizational communication. The application of the study has focused on an enterprise resource planning–open source software (ERP-OSS) environment. Findings The findings show how end users have a perception that organizational communication and training have a positive relation with TMS. Based on these findings, the authors have suggested several practical considerations. Research limitations/implications There are two limitations to this study. First, this study is based on the perception of complex IS/IT users. It would be interesting to add the perception of top managers to provide more solid findings. The second limitation is that this study has not suggested any additional potential factors which could affect TMS. Practical implications First, this article provides a study of the key role of TMS when an organization needs to implement a complex IS/IT. Second, organizations must develop mechanisms for increasing training and communication relating to the new complex IS/IT projects. Finally, the complexity of an IS/IT project does not constitute an enabling factor incentivizing TMS and should therefore not be a determining factor in increasing TMS within an organization selecting an IS/IT. Originality/value This study contributes to advancing theory in the field of TMS in information systems projects.

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