Sia Siew Kien

Bio: Sia Siew Kien is an academic researcher from Nanyang Technological University. The author has contributed to research in topics: Information technology management & Enterprise planning system. The author has an hindex of 8, co-authored 12 publications receiving 2152 citations.

Cultural Fits and Misfits: Is ERP a Universal Solution?

Abstract: E RP software packages that manage and integrate business processes across organizational functions and locations cost millions of dollars to buy, several times as much to implement, and necessitate disruptive organizational change. While some companies have enjoyed significant gains, others have had to scale back their projects and accept minimal benefits, or even abandon implementation of ERP projects [4]. Historically, a common problem when adopting package software has been the issue of “misfits,” that is, the gaps between the functionality offered by the package and that required by the adopting organization [1, 3]. As a result, organizations have had to choose among adapting to the new functionality, living with the shortfall, instituting workarounds, or customizing the package. ERP software, as a class of package software, also presents this problematic choice to organizations. The problem is exacerbated because ERP implementation is more complex due to cross-module integration, data standardization, adoption of the underlying business model (“best practices”), compressed implementation schedule, and the involvement of a large number of stakeholders. The knowledge gap among implementation personnel is usually significant. Few organizational users underChristina Soh, Sia Siew Kien, and Joanne Tay-Yap

Hummel's Digital Transformation Toward Omnichannel Retailing: Key Lessons Learned

Abstract: With the growing use of mobile and social media, many organizations are realizing they need an online presence to reach out to digitally savvy customers. But delivering a seamless customer experience across various online and offline channels is challenging. The full article describes how Hummel, a European sports fashion company, overcame the challenges and successfully transitioned toward omnichannel retailing. (Omnichannel capabilities integrate online and offline channels in engaging and serving customers.) Based on this case, the article provides insights to guide organizations with similar ambitions and the implications for their CIOs.

Global IT Management: Structuring for Scale, Responsiveness, and Innovation

Abstract: As businesses expand globally and reconfigure their value chains, they must cope with a variety of complex challenges in managing their IT resources. This research examines how enterprises attempt to simultaneously achieve scale economies, responsiveness to business needs, and innovation. These three strategic objectives often raise conflicting requirements. Through interviews with CIOs and other senior executives of global enterprises, we identify a set of structural elements implemented to meet these requirements — shared services, centers of excellence, and value managers. Firms carefully design these elements to balance their inherent global-local tensions and help achieve the three strategic objectives.

The Challenges of Implementing "Vanilla" Versions of Enterprise Systems

Abstract: The 1990s saw the widespread adoption of enterprise resource planning (ERP) systems in many countries. Implementation of enterprise-wide systems (ES) continues apace as organizations adopt CRM and SCM packaged software, or replace their aging ERP systems with third-generation ERP packages. These implementations are often motivated by promises of integrated information and processes across the enterprise and “best practices.” However, many implementing organizations have not experienced the expected benefits, and there have been expensive ES implementation failures. One prescription for minimizing the risks of ES implementation is to implement

Assimilation of enterprise systems: the effect of institutional pressures and the mediating role of top management

Abstract: We develop and test a theoretical model to investigate the assimilation of enterprise systems in the post-implementation stage within organizations. Specifically, this model explains how top management mediates the impact of external institutional pressures on the degree of usage of enterprise resource planning (ERP) systems. The hypotheses were tested using survey data from companies that have already implemented ERP systems. Results from partial least squares analyses suggest that mimetic pressures positively affect top management beliefs, which then positively affects top management participation in the ERP assimilation process. In turn, top management participation is confirmed to positively affect the degree of ERP usage. Results also suggest that coercive pressures positively affect top management participation without the mediation of top management beliefs. Surprisingly, we do not find support for our hypothesis that top management participation mediates the effect of normative pressures on ERP usage, but instead we find that normative pressures directly affect ERP usage. Our findings highlight the important role of top management in mediating the effect of institutional pressures on IT assimilation. We confirm that institutional pressures, which are known to be important for IT adoption and implementation, also contribute to post-implementation assimilation when the integration processes are prolonged and outcomes are dynamic and uncertain.

Understanding digital transformation: A review and a research agenda

Abstract: Extant literature has increased our understanding of specific aspects of digital transformation, however we lack a comprehensive portrait of its nature and implications. Through a review of 282 works, we inductively build a framework of digital transformation articulated across eight building blocks. Our framework foregrounds digital transformation as a process where digital technologies create disruptions triggering strategic responses from organizations that seek to alter their value creation paths while managing the structural changes and organizational barriers that affect the positive and negative outcomes of this process. Building on this framework, we elaborate a research agenda that proposes [1] examining the role of dynamic capabilities, and [2] accounting for ethical issues as important avenues for future strategic IS research on digital transformation.

Antecedents of knowledge transfer from consultants to clients in enterprise system implementations

Abstract: Enterprise resource planning (ERP) systems and other complex information systems represent critical organizational resources. For such systems, firms typically use consultants to aid in the implementation process. Client firms expect consultants to transfer their implementation knowledge to their employees so that they can contribute to successful implementations and learn to maintain the systems independent of the consultants. This study examines the antecedents of knowledge transfer in the context of such an interfirm complex information systems implementation environment. Drawing from the knowledge transfer, information systems, and communication literatures, an integrated theoretical model is developed that posits that knowledge transfer is influenced by knowledge-related, motivational, and communication-related factors. Data were collected from consultant-and-client matched-pair samples from 96 ERP implementation projects. Unlike most prior studies, a behavioral measure of knowledge transfer that incorporates the application of knowledge was used. The analysis suggests that all three groups of factors influence knowledge transfer, and provides support for 9 of the 13 hypotheses. The analysis also confirms two mediating relationships. These results (1) adapt prior research, primarily done in non-IS contexts, to the ERP implementation context, (2) enhance prior findings by confirming the significance of an antecedent that has previously shown mixed results, and (3) incorporate new IS-related constructs and measures in developing an integrated model that should be broadly applicable to the interfirm IS implementation context and other IS situations. Managerial and research implications are discussed.