M
Majed Al-Mashari
Researcher at King Saud University
Publications - 52
Citations - 3832
Majed Al-Mashari is an academic researcher from King Saud University. The author has contributed to research in topics: Business process reengineering & Enterprise resource planning. The author has an hindex of 21, co-authored 50 publications receiving 3694 citations. Previous affiliations of Majed Al-Mashari include University of Bradford.
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Enterprise resource planning: A taxonomy of critical factors
TL;DR: A novel taxonomy of the critical success factors in enterprise resource planning (ERP) implementation process is presented, based on a comprehensive analysis of ERP literature combining research studies and organisational experiences, which illustrates that ERP benefits are realised when a tight link is established between implementation approach and business process performance measures.
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BPR implementation process: an analysis of key success and failure factors
Majed Al-Mashari,Mohamed Zairi +1 more
TL;DR: This paper provides a holistic view of the Business Process Re‐engineering (BPR) implementation process, and reviews the literature relating to the hard and soft factors that cause success and failure for BPR implementation, classifies these factors into subgroups, and identifies key factors of success and failures.
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Enterprise resource planning (ERP) systems: a research agenda
TL;DR: This work proposes a novel taxonomy for ERP research, and presents the current status with some major themes of ERp research relating to ERP adoption, technical aspects of ERP and ERP in IS curricula, and future research work will continue to survey other major areas presented in the taxonomy framework.
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ERP software implementation: an integrative framework
TL;DR: This paper proposes an integrative framework for ERP implementation based on an extensive review of the factors and the essential elements that contribute to success in the context of ERPs implementation.
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ERP implementation: lessons from a case study
TL;DR: A case study of a failed implementation of SAP R/3 to re‐engineer the business processes of a major manufacturer is described and lessons in terms of factors that led to failure are discussed.