This paper develops a long-term, multi-project model of factors affecting organizational benefits from enterprise systems (ES), then reports a preliminary test of the model. In the shorter-term half of the model, it is hypothesized that once a system has gone live, two factors, namely functional fit and overcoming organizational inertia, drive organizational benefits flowing from each major ES improvement project. The importance of these factors may vary from project to project. In the long-term half of the model, it is hypothesized that four additional factors, namely integration, process optimization, improved access to information, and on-going major ES business improvement projects, drive organizational benefits from ES over the long term. Preliminary tests of the model were conducted using data from 126 customer presentations from SAP's 2003 and 2005 Sapphire U.S. conferences. All six factors were found to be important in explaining variance in organizational benefits from enterprise systems from the perspective of senior management.

A multi-project model of key factors affecting organizational benefits from enterprise systems

https://isiarticles.com/bundles/Article/pre/pdf/1143.pdf

Perceived absorptive capacity of individual users in performance of Enterprise Resource Planning (ERP) usage: The case for Korean firms

The need for an integrated enterprise-wide set of management information pronounced Data Warehousing the ‘hot topic’ of the early-to-mid 1990’s, however, it became unfashionable through the mid-to-late 1990s, with the approach of Y2K and with it the widespread implementation of ERP systems. However, in recent times, the re-emergence of Data Warehousing, to address the limitations and unrealised benefits of ERP systems implementation, provides researchers with a new challenge in understanding the ‘double learning curve’ for an organisation, undertaking in quick succession both an ERP systems project and a Data Warehousing project, in an attempt to finally achieve the benefits expected but never realised.

Benefit realisation through ERP: the re-emergence of data warehousing

This paper analyzes benefits and key project success factors from sixty enterprise system implementations discussed by senior implementation-project managers in some of the world’s largest corporations at the June 2003 Sapphire conference. The contributions of this paper are (1) insight into the nature of the benefits that organizations achieved from their investments in enterprise systems, ranked by frequency with which they were mentioned, (2) the lessons senior managers have learnt as they implemented the software, again ranked by frequency with which they were mentioned, and (3) the preliminary model explaining how key success factors influence benefits from ES use.

/pdf/benefits-and-key-project-success-factors-from-enterprise-4vaxy212d7.pdf

Benefits and Key Project Success Factors from Enterprise Systems Implementations: Lessons from Sapphire 2003

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 collected 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. The Effects of the CSFs for ERP Implementation on the CBIS’s Roles 22 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.

http://www.ijikm.org/Volume13/IJIKMv13p021-044Fadelelmoula3973.pdf

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

Introduction According to AMR Research, total revenue in the enterprise application and services market in 1999 was US$18.3bn. (Gilbert, 2000). Enterprise application software implementation costs are often reported to be five to ten times the cost of software licenses (Davenport, 2000). If so, organizations worldwide spent something like US$90–180bn. on enterprise systems in 1999. Most organizations that have implemented enterprise systems expect to continue using them for many years. Enterprise systems are integrated, enterprise-wide, packaged software applications that impound deep knowledge of business practices accumulated from vendor implementations in many organizations. Today, enterprise systems are evolving to incorporate new technologies, such as e-commerce and the internet, data warehousing, and customer relationship management. Enterprise software is a semi-finished product with tables and parameters that user organizations and their implementation partners configure to their business needs. Implementation of enterprise systems therefore involves both business and IT managers who work together to define new operational and managerial processes. The question we ask in this chapter is as follows: If organizations around the world spent US$100bn. or more on enterprise systems in 1999, what sorts of benefits did they, or can they , achieve? To answer this question, we present a comprehensive framework of benefits that organizations may be able to achieve from their use of enterprise systems. Our focus is on business benefits only, not on costs. Our framework establishes a base for managing the implementation and operation of enterprise systems.

Second-Wave Enterprise Resource Planning Systems: A Comprehensive Framework for Assessing and Managing the Benefits of Enterprise Systems: The Business Manager's Perspective

Peter B. Seddon

Papers

Second-Wave Enterprise Resource Planning Systems: A Comprehensive Framework for Assessing and Managing the Benefits of Enterprise Systems: The Business Manager's Perspective