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This paper presents the results of a literature survey developed to support a proposed model of the Critical Success Factors (CSFs) likely to impact the success of e-Procurement initiatives in the public sector. It identifies a number of relevant variables for each CSF and presents a model for future research. It also analyses the relative importance of different CSFs and observes that organization and management factors are the most important category for success of e-Procurement initiatives. If e-Procurement initiatives in the public sector are to assist the development of e-Procurement across the information economy, there should be wider discussion and agreement on what constitutes the relevant CSFs and how the achievement of success can be assessed.

This paper introduces and examines the implementation of the World Bank's electronic procurement initiative for the selection of consultants, which is expected to foster consistency of practice worldwide, increase transparency and competition, and minimize processing time and effort. Following the description of functionalities and benefits of the system, this paper discusses the challenges encountered and lessons learned during the implementation process in terms of critical success factors (CSF).

The purpose of this paper is to examine the influence of espoused national cultural values of individuals on user acceptance of enterprise resource planning (ERP) systems. Such an influence is mediated by perceived user resistance, involvement and satisfaction with ERP. Education level, organisational size and ERP user level, on the other hand, are considered as moderating factors.

Survey instruments were constructed for relevant variables with items mostly sourced from the literature. In total, 230 ERP users from various organisations in Saudi Arabia participated in the survey. The data were analysed using SPSS and AMOS statistical packages to test the hypotheses.

The structural equation model did not show evidence for power distance and individualism influencing perceived user resistance and involvement with ERP, whereas uncertainty avoidance has a significant influence over perceived user involvement and user resistance with ERP. Perceived user involvement positively influences perceived user satisfaction with ERP, and education level moderates the influence. Perceived user satisfaction with ERP positively impacts on user acceptance of ERP; however, moderator variables did not show significant influence on this relationship. Finally, perceived user resistance negatively influences user acceptance of ERP, and the influence varies across education level of the ERP users.

The results may only generalise to Saudi Arabia and other countries with a similar culture. The sample was identified as users of ERP without taking into account users of individual modules of ERP software.

Findings of this paper contribute to the existing knowledge of ERP studies from cultural and social perspectives; such a contribution is to broaden the scope of IS research about the implementation and behavioural adoption and acceptance of ERP in middle eastern countries. It will also assist ERP implementers in deciding what cultural factors to consider in preparing an ERP implementation strategy in such countries.

Prior studies that analysed individual variations in the national cultural values were conducted in the context of general IT acceptance. The authors, instead, study them in an ERP implementation context; this is important because, unlike general IT acceptance, ERP implementations have an all-encompassing mandatory nature and has the potential to change organisational culture. Furthermore, prior studies on ERP usage in Saudi Arabia are mostly qualitative case studies with associated limitations on generalisability. This quantitative study, on the contrary, addresses the influence of individual’s espoused national cultural values on ERP acceptance.

There are Increasing applications of e-procurement by government along with active e-commerce by the private sector in an advanced information society. The Korea e-Procurement System (G2B) is recognized as a successful example of substantially enhancing procurement process efficiency by making it transparent and professional. An analytic work is needed to systematically assess the functionality and role of the system. This paper's purpose is the exploratory study on a mature indicator of evaluation of public e-procurement systems. This paper compares Korea’s case with those of the U.S., Australia, and New Zealand to show that in Australia and New Zealand, which are adopting a as dispersive supply method, the e-procurement system is not developed on a large scale in comparison with the US and Korea that are adopting a central supply method. There are some differences among the four countries according to the trait of their procurement institution and base value in terms of capability of system. Different usefulness for e-procurement depends on the public procurement institution in each country. This paper suggests that eprocurement systems can be used helping purchasing goods and services most reasonably. This paper can help us evaluating substantial value of eprocurement system clearly.

This paper presents a procurement auction format structured so as to reconcile supply-side costs with demand-side value through the alignment of bidder and bid-taker interests. The existence of a dominant bidding strategy ensures this alignment and, at the same time, discourages strategic bidding. The format also involves minimal revelation of bidder information, making it attractive to bidders who expect continued participation in the same market. Another major goal of this paper is to engage policymakers through a discussion of important issues, which were brought forth in the course of designing and analyzing the aforementioned auction, that relate generally to the successful execution of procurement auctions.

Scientific literature reports scarce evidence of whether Internetbased procurement systems improve the efficiency of State purchases. We propose a methodology to estimate savings in: (i) the centralization of administrative tasks, and (ii) price differentials due to a larger number of contractors and suppliers bidding on contracts. We test our methods with ChileCompra, the Chilean e-procurement agency. During 2007, 885 Chilean State agencies used this system to purchase US$4.5 billion in products and services. Our preliminary results show price reductions of 2.65% and administrative cost savings of 0.28%-0.38% between 2006 and 2007.

Enterprise resource planning (ERP) consultants have the expertise required to understand the specific contextual needs of an ERP client, implement tailored business processes that meet those needs, and ensure that no potential benefit offered by the ERP remains unexplored by the client. However, conflicts between ERP clients and consultants are a significant source of non-benefit realisation, making managing client–consultant agency crucial to ERP post-implementation benefits realisation. This paper aims to elucidate how managing client–consultant agency affects the benefits derived from ERP systems.

This paper uses microfinance institutions in 15 sub-Saharan African countries to explore different paths through which managing client–consultant agency leads to benefit realisation in ERP projects. It uses partial least squares structural equation modelling to analyse data from 127 managers and explains the results using insights from agency theory and the information system (IS) success model.

This paper reveals three routes through which contractual agreements and conflict resolution strategies lead to benefits realisation in ERP projects.

This is the first study that attempts to provide quantitative evidence of how managing the complex relationship between ERP project stakeholders affects ERP project success. It also contributes a novel theoretical model for ERP benefits realisation to complement existing research on ERP agency issues, critical success factors, and benefits realisation.

The single-most important parameter of a public procurement system is the threshold above which the framework applies. The optimization problem consists of finding a reasonable trade-off between the gains from public procurement and the administrative costs associated with procurement rules. In the present study, based on a sample of central and local government procurement operations in Sweden, an optimal threshold value in the range of 5,000—6,000 EUR is computed based on the requirement that the average gain should supersede the average cost. If a larger proportion of procurements is required to gain from the regulation imposed, a threshold value of 20,000—25,000 EUR should apply. The general conclusion is that there are strong arguments for maintaining procurement rules below the European Union threshold.

This study proposes a research model to identify the relevant constructs of employee resistance and symbolic adoption in pre-implementation stage of enterprise resource planning systems in manufacturing industries, drawing suitable support from the existing body of literature. The proposed model is a combination of the status quo bias theory and absorptive capacity theory to measure employee resistance that negatively lead to symbolic adoption of a user.

This research used a self-administered questionnaire to survey 221 participants from five organizations in the manufacturing industry, all working towards deploying enterprise resource planning (ERP) systems.

The results show that factors contributing to status quo bias and absorptive capacity impact end-user grumbling. Furthermore, end-user grumbling affects symbolic adoption substantially.

This study provides researchers, practitioners and ERP vendors a broader overview of employees' resistance and motivation for using newly deployed systems.

In the past two decades, both practitioners and academicians are investigating the technical and non-technical features that assist end-users to adopt the system. Information system theories center on the post-deployment stage, with rare attempts to identify users' resistance and mental willingness to accept technology in the pre-adoption phase, which is very crucial for the success of ERP.

This paper presents a model for Public Contracting Authorities to quantify procurement performance benefits that can be achieved by adopting e-procurement. It has been found that e-procurement could generate positive impacts, especially on the efficiency, effectiveness, dematerialization, competitiveness and transparency impact dimensions. Adopting e-procurement in the public sector is far more than just a technological challenge; it embodies a large scale change management effort to create a more efficient procurement culture. Using the performance measurement approach herewith presented helps to tackle this challenge, stimulating the effective use of e-procurement solutions. Measuring how eprocurement is contributing to optimize public expenditure by increasing organizational performances; can help to overcome the resistance to change. Plus, this model can be used to strengthen stakeholder accountability of both Contracting Authorities and public e-procurement service providers. The model has been consistently tested over the last four years with satisfactory results confirming the hypothesis; the case study is herewith exposed. The model can be applied in different context, therefore method and practical recommendations are also provided.