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Causes influencing the effectiveness of the post‐implementation ERP system

Causes influencing the effectiveness of the post‐implementation ERP system Purpose – This article aims to find a chain of causal relations affecting the operating effectiveness of the implemented enterprise resource planning (ERP) system instead of focusing on either the evaluation of software/vendors/consultants or critical successful factors (CSF) identification for ERP implementation, a course followed by the dominant ERP literature. Design/methodology/approach – This article is a process‐oriented approach and aims to give a moving picture of how one step affects another step from pre‐implementation stage, to during‐implementation stage, and to post‐implementation stage. Findings – A significant insight learned from this study is that end‐users across the organization must be educated from the onset of ERP implementation. Although education is a corner‐stone of ERP implementation, the user training is usually only emphasized and the courses are centered on computer/system operation rather than on understanding the ERP concept and spirit. Originality/value – This article may be interesting to some academic researchers and practical managers, and hopefully can provide a link/step for advanced researches in exploring post‐implementation ERP. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial Management & Data Systems Emerald Publishing

Causes influencing the effectiveness of the post‐implementation ERP system

Industrial Management & Data Systems , Volume 105 (1): 18 – Jan 1, 2005

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Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
0263-5577
DOI
10.1108/02635570510575225
Publisher site
See Article on Publisher Site

Abstract

Purpose – This article aims to find a chain of causal relations affecting the operating effectiveness of the implemented enterprise resource planning (ERP) system instead of focusing on either the evaluation of software/vendors/consultants or critical successful factors (CSF) identification for ERP implementation, a course followed by the dominant ERP literature. Design/methodology/approach – This article is a process‐oriented approach and aims to give a moving picture of how one step affects another step from pre‐implementation stage, to during‐implementation stage, and to post‐implementation stage. Findings – A significant insight learned from this study is that end‐users across the organization must be educated from the onset of ERP implementation. Although education is a corner‐stone of ERP implementation, the user training is usually only emphasized and the courses are centered on computer/system operation rather than on understanding the ERP concept and spirit. Originality/value – This article may be interesting to some academic researchers and practical managers, and hopefully can provide a link/step for advanced researches in exploring post‐implementation ERP.

Journal

Industrial Management & Data SystemsEmerald Publishing

Published: Jan 1, 2005

Keywords: Manufacturing resource planning; Organizational effectiveness; Critical path analysis

References