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The purpose of this paper is to evaluate the impacts of enterprise resource planning (ERP) systems on user performance (UP) in higher education institutions with a view to better understanding the ERP phenomenon in these institutions, and to determine whether or not these systems work well in such a complex environment.

A quantitative methodology was used in this study and data were collected by means of a written questionnaire. Measurement items used in the operationalization of the study instrument were adopted from relevant prior research.

The findings indicated that system quality, task technology fit and information quality are the most important factors that lead to better end UP. The provides evidence of the appropriateness of extending IS models as a useful way to give more powerful insights into user aspects and system impact.

Although the study factors explained a large portion of the variance in UP, there is a part of the variance that still remains unexplained.

Vendors and designers must consider user needs and concerns in the design of ERP packages. Understanding user characteristics and their interaction will lead to better benefits. For example, if ERP users are predominantly individuals with little computer experience, the system designers should invest more in making the systems easier to use to facilitate more system impacts and benefits.

There has been a general lack of awareness about the importance of evaluating ERP systems from a user perspective. Rather, the main focus of previous studies was either on critical factors and implementation issues and/or on user acceptance and satisfaction. This study underscores the importance of this issue and presents some insights into the benefits of ERP systems in higher education by taking lessons from IS theory in general.

The purpose of this paper is to propose a business process management (BPM) governance model that sets BPM decision making, along with roles and responsibilities. The setting context of the study is a government‐owned corporation operating in Australia.

A qualitative case study examined and analysed organisational documents using a content analysis approach. Results of document analysis are used to inform a series of in‐depth interviews of key stakeholders in the organisation. Interviews are analysed using a constant comparison method to derive themes and build categories of description.

A BPM governance model is proposed. Results of thematic analysis are interpreted against the framework of the BPM governance model, leading to findings that include implications for theory and practice.

In practical terms, the research shows how BPM practice can be aligned and integrated with the corporate governance and management systems in the selected case study organisation.

Despite research identifying the importance of governance, along with associated capabilities, there has been little progress on how the abovementioned capabilities can be effectively deployed across an organisation. This paper addresses a gap in the literature relating to how to deploy BPM governance in an organisation.