G. Buonanno, P. Faverio, F. Pigni, A. Ravarini, D. Sciuto and M. Tagliavini
Proposes providing an insight about enterprise resource planning (ERP) adoption, highlighting contact points and significant differences between the way small to medium‐sized…
Abstract
Purpose
Proposes providing an insight about enterprise resource planning (ERP) adoption, highlighting contact points and significant differences between the way small to medium‐sized enterprises (SMEs) and large companies approach such a task.
Design/methodology/approach
The research is based on a wide literature review, focused on the identification of a taxonomy of business and organizational factors influencing ERP adoption. The deriving research model was incorporated in a questionnaire that was preliminarily tested and finally provided to a sample of 366 companies of any size. Responses were collected through personal interviews made by a dedicated team to a top manager.
Findings
The analysis of the empirical data shows that business complexity, as a composed factor, is a weak predictor of ERP adoption, whereas just company size turns out to be a very good one. In other words, companies seem to be disregarding ERP systems as an answer to their business complexity. Unexpectedly, SMEs disregard financial constraints as the main cause for ERP system non‐adoption, suggesting structural and organizational reasons as major ones. This pattern is partially different from what was observed in large organizations where the first reason for not adopting an ERP system is organizational. Moreover, the decision process regarding the adoption of ERP systems within SMEs is still more affected by exogenous reasons or “opportunity of the moment” than business‐related factors, contrary to large companies that are more interested in managing process integration and data redundancy/inconsistency through ERP implementation.
Research limitations/implications
The research model is based on the assumption that business complexity and organizational change are the most relevant variables influencing ERP adoption, and such variables are explained through a set of factors inherently limited by the results of the literature review.
Practical implications
The results of the empirical research provide indication to SMEs willing to take into consideration the adoption of an ERP system. The same outcomes could be incorporated into the development strategies of ERP software houses.
Originality/value
This paper contributes to enhancing the understanding of the factors influencing the evolution of information systems within SMEs with respect to large companies.
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The purpose of this paper is to identify the effects of benefits, barriers and risks on user satisfaction in ERP projects.
Abstract
Purpose
The purpose of this paper is to identify the effects of benefits, barriers and risks on user satisfaction in ERP projects.
Design/methodology/approach
ERP systems are costly and complex systems. They require heavy investments. ERP systems provide a lot of benefits. However, there are some barriers that need to be solved during implementation if maximum of benefits is aimed. If barriers are not solved adequately, they become drivers of risks. Benefits, barriers and risks have important effects on user satisfaction. Post implementation reviews are important tools to gain insights about the effect of benefits, barriers and risks on user satisfaction. However, post implementation reviews of ERP projects are not commonly realized. First, a literature review on ERP benefits, barriers and risks is conducted. Second, benefits, barriers and risks are checked with their effects on user satisfaction in ERP projects. The research is conducted in a branch of a multinational firm. A questionnaire consisting of statements related with benefits, barriers, risks and user satisfaction is used. The questionnaire is given to 32 individuals; 25 of whom respond to the questionnaire.
Findings
The findings suggest that in this case study benefits are more effective on user satisfaction in ERP projects.
Originality/value
This research puts forward an example for a post implementation review. However, the results show that firms aiming to succeed in ERP projects should emphasize benefits.
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Naveen Donthu, Gaurav Kumar Badhotiya, Satish Kumar, Gunjan Soni and Nitesh Pandey
Journal of Enterprise Information Management (JEIM) is a leading journal that publishes studies on applied information management relevant to industry personals, academicians and…
Abstract
Purpose
Journal of Enterprise Information Management (JEIM) is a leading journal that publishes studies on applied information management relevant to industry personals, academicians and researchers. This study uses bibliometric tools to present a retrospective analysis of the journal's outcomes.
Design/methodology/approach
The authors applied bibliometric tools for analysing the impact, topic coverage, renowned authors with affiliation, citation, methodology and analysis of the JEIM corpus. Additionally, they used bibliographic coupling to develop a graphical visualisation and analyse the journal's thematic evolution.
Findings
With 16 yearly articles, JEIM contributed 656 research articles on various themes. The major themes that have come to define the JEIM over this time include information and systems, supply chain management, manufacturing resource planning, communication technologies and small- to medium-sized enterprises. Empirical methodology, quantitative techniques with descriptive analysis and regression methods are the most preferred. The article's primary research purpose shows the majority of theory-verifying articles. Co-authorship analysis reveals that the single-author trend is decreasing and the journal now has articles with international collaborations.
Originality/value
This study is the retrospective analysis of the JEIM, which is useful for aspiring contributors and the journal's editors.
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Borut Puklavec, Tiago Oliveira and Aleš Popovič
The purpose of this paper is to provide a better understanding of the determinants of business intelligence system (BIS) adoption stages. It develops and empirically tests a…
Abstract
Purpose
The purpose of this paper is to provide a better understanding of the determinants of business intelligence system (BIS) adoption stages. It develops and empirically tests a conceptual model for assessing the determinants of BIS diffusion on the evaluation, adoption, and use stages in the context of small and medium enterprises (SMEs).
Design/methodology/approach
Drawing on data from 181 SMEs the influence of technological, organizational, and environmental factors on BIS adoption stages were analyzed using the PLS-SEM method.
Findings
The paper provides empirical insights about how technological, organizational, and environmental factors affect individual BIS adoption stages.
Practical implications
The paper includes implications for managers and solution providers to understand the influence of various determinants to more effectively conclude the adoption process.
Originality/value
This study represents important progress in the theoretical understanding of the role of technological, organizational, and environmental factors across the different BIS adoption stages.
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Small enterprises are very different in size and organisation, and cannot be considered scaled‐down larger companies. Thus the adoption of ERP by an SME may occur in a highly…
Abstract
Purpose
Small enterprises are very different in size and organisation, and cannot be considered scaled‐down larger companies. Thus the adoption of ERP by an SME may occur in a highly different environment and cannot directly leverage on corporate experiences. Therefore, finding this subject interesting, this paper aims to analyse the peculiarities of this innovation in SMEs and specifically to cross‐assess the benefits obtained with context/project factors that could influence them.
Design/methodology/approach
The research was explicitly focused on an ex post evaluation of a panel of Italian SMEs which completed the introduction of an ERP system. Data about actual achievement, advantages and context/project characteristics were collected through direct interviews with SMEs' managers. A factors‐outcomes model is proposed, discussed and finalised in its most significant variables.
Findings
ERP introduction is considered successful to a greater extent than was expected. The most frequently observed benefits are internal procedure simplification, much easier information retrieval, improved performance management, and some production efficiency increases. The factors that seem to mostly affect them are depth of organisational change and type of chosen ERP producer.
Practical implications
Possible associations between each context/project variable and every outcome were identified and their intensity evaluated to suggest which decisive factors to manage.
Originality/value
The key aspects of the research are exclusive focus on the SME segment and the choice of the post‐introduction phase as the moment to assess ERP outcomes. From a review of the literature, no study seems to have adopted a similar perspective.
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Hart O. Awa, Ojiabo Ukoha Ojiabo and Longlife E. Orokor
The T-O-E framework enjoys robust scholarly accolade but it rarely espouses clearly task and individual factors. Although task and individual contexts had been separately…
Abstract
Purpose
The T-O-E framework enjoys robust scholarly accolade but it rarely espouses clearly task and individual factors. Although task and individual contexts had been separately addressed by task-technology-fit (TTF) and unified theory of acceptance and use of technology (UTAUT), respectively, the purpose of this paper is to complement and/or extend the T-O-E’s insights by integrating TTF and UTAUT frameworks, and developing and empirically testing a 12-factor framework that spans five contexts.
Design/methodology/approach
Survey data were proportionally collected from six groups of small service enterprises with strong operations in Port Harcourt, Nigeria and the mode of sampling was purposive and snow-ball while analysis involved logistic likelihood regression.
Findings
The relationship between adoption and the factors within the contexts of technology, organization, environment and task were statistically supported though some had negative coefficients. For individual context, social factor had a statistically significant negative coefficient but hedonistic drive was not statistically supported.
Research limitations/implications
The study is limited by its scope of coverage; therefore, extended data are needed to apply the findings to other sectors/industries and to factor in the implementation and post-adoption phases and business-to-business adoption in order to forge a more integrated and holistic adoption framework.
Practical implications
The findings encourage vendors and policy makers to place more premiums on organizational and task factors than on technological, environmental and individual factors and to craft informed marketing programs that would appeal to actual and potential adopters and cause them to progress in the loyalty ladder.
Originality/value
This paper contributes to the growing research on technology adoption; it uses factors within the T-O-E, TTF and UTAUT frameworks to explain adoption of technologies and to establish the underlying relationships amongst T-O-E factors through integrating other useful frameworks.
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Rocio Rodriguez, Francisco-Jose Molina-Castillo and Göran Svensson
The purpose of this paper is to focus on the implementation process of enterprise resource planning (ERP), the evolution of business model innovation (BMI) and the organizational…
Abstract
Purpose
The purpose of this paper is to focus on the implementation process of enterprise resource planning (ERP), the evolution of business model innovation (BMI) and the organizational outcome. This research analyses how ERP and BMI are related and, in turn, what is the final the impact on organizational performance.
Design/methodology/approach
The sample consisted on 104 organizations from different industries, all of which used an ERP software. A structural equation model was used to test the six hypotheses.
Findings
The results indicate that the BMI constructs considered (i.e. value-generation and organizational complexity) mediate the impact of the ERP constructs (organizational adaptation and organizational resistance), in organizational performance. Successful ERP implementation is not an end itself for this companies, but merely a path and a process for improving the business model with the aim improving performance in the marketplace.
Research limitations/implications
This study offers a new outlook on how a company should leverage the ERP adaptation, and any resistance in the organization to innovating in the business model. This study is rooted in the evolutionary perspective of BMI, but it also integrates into an overall model other points of view such as the rational positioning view and cognitive view.
Practical implications
Organizations must understand the ERP flows in depth, each ERP flow is the work result of a multitude of companies over several years. All departments, and in particular the research and development department must participate actively in the ERP implementation. Organised complexity means opportunities for success in the market. Organizations must train their departments in ERP and not just teach them how the ERP works. ERP implementation needs consider improvements to the business model and ultimately the performance, but not separately.
Originality/value
BMI has received contributions from several domains such as entrepreneurship, management organization and strategic management among others. Nonetheless, the role of ERP in BMI is far from being understood and the few contributions focus only on technology per se. To the best of our knowledge this is the first study that has explored the connections of ERP and BMI and in turn the final outcome in organizational performance.
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Brent Snider, Giovani J.C. da Silveira and Jaydeep Balakrishnan
The purpose of this paper is to explore the critical success factors (CSFs) of enterprise resource planning (ERP) system implementation in small and medium‐sized enterprises…
Abstract
Purpose
The purpose of this paper is to explore the critical success factors (CSFs) of enterprise resource planning (ERP) system implementation in small and medium‐sized enterprises (SMEs).
Design/methodology/approach
Five case studies of Canadian SMEs were conducted. They included interviewing individuals from five roles at each organization and gathering project documents. Following an evaluation of each project's success (within‐case analysis), cross‐case analysis was conducted to elicit influential and distinctive factors.
Findings
Factors were identified that appeared to explain variation between successful and unsuccessful implementations at SMEs, besides factors that appeared to be innovative or counter‐intuitive in light of the established literature.
Research limitations/implications
The study reinforces the need for more research that is focused on SMEs. All cases were of Canadian SMEs with either a manufacturing or distribution focus, potentially limiting the generalizability of findings to other industries or countries.
Practical implications
By identifying relevant CSFs for SMEs, managers can better prioritize implementation efforts and resources to maximize success of ERP implementations.
Originality/value
The paper appears to be one of the first studies to focus on the CSFs of ERP implementation at SMEs.
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Yi Wang and Xinping Shi
Small and mid‐sized enterprises (SMEs) are facing challenges in an increasingly fierce environment. This paper aims to explore the promise of information systems (IS) in enhancing…
Abstract
Purpose
Small and mid‐sized enterprises (SMEs) are facing challenges in an increasingly fierce environment. This paper aims to explore the promise of information systems (IS) in enhancing the survival and competitiveness of SMEs in a dynamic environment. To address this issue, the paper draws upon the dynamic capability theory and develops a research model of IS‐enabled dynamic capabilities to examine the role of IS competence for enhancing SMEs dynamic capabilities in a competitive business environment.
Design/methodology/approach
An empirical study is conducted by using survey data from senior managers of 120 SMEs in China.
Findings
The analytic outcomes support the research model and confirm that IS competence significantly contributes to SMEs' dynamic capabilities for gaining competitive advantage.
Research limitations/implications
This paper contributes to the literature on IS impact on dynamic capabilities of SMEs by incorporating IS competences into a research model of IS‐enabled dynamic capabilities and articulating the relationships between IS competences and dynamic capabilities of SMEs in a changing business environment. The research findings enrich dynamic capabilities theory by justifying IS as an enabling antecedent for organizational capability development. The findings may empirically convince SMEs owners and management to effectively invest in and deploy IS for enhancing SMEs' dynamic capabilities and performance.
Originality/value
A capability‐building perspective is used to examine how IS can leverage SMEs' capabilities to enhance their competitive advantage in a dynamic environment.
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Martin R.W. Hiebl, Bernhard Gärtner and Christine Duller
This paper aims to examine the relationship between characteristics of chief financial officers (CFOs) and enterprise resource planning (ERP) system adoption. Following upper…
Abstract
Purpose
This paper aims to examine the relationship between characteristics of chief financial officers (CFOs) and enterprise resource planning (ERP) system adoption. Following upper echelons theory, the authors theorize that CFO age, education, tenure and recruitment influence ERP system adoption, and that this relationship is moderated by the CFO being responsible for firm-wide information technology (IT) functions.
Design/methodology/approach
The empirical analysis is based on a survey of 296 large and medium-sized Austrian firms. Logistic regression analyses were used to test the association between CFO characteristics and ERP system adoption.
Findings
The authors find that firms with externally recruited CFOs have adopted ERP systems significantly more often than firms with internally promoted CFOs. Surprisingly, the results indicate that firms with less educated CFOs more often adopted an ERP system, and that the relationship between CFO characteristics and ERP system adoption is not moderated by the CFO being responsible for IT.
Research limitations/implications
This paper adds to the literature by corroborating case-based evidence that CFOs and their characteristics influence ERP system adoption. Extending previous research which indicates that CFO characteristics influence accounting practices, the authors show that CFO characteristics also influence technological innovation such as the adoption of ERP systems. Future research on technological innovation may therefore pay closer attention to the influence of CFOs.
Originality/value
This paper is the first to quantitatively test the influence of CFO characteristics on ERP system adoption.