پذیرش سازمانی سیستم های برنامه ریزی منابع سازمانی : یک چارچوب مفهومی
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|1137||2007||25 صفحه PDF||سفارش دهید||12300 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : The Journal of High Technology Management Research, Volume 18, Issue 1, 2007, Pages 73–97
Although Enterprise Resource Planning (ERP) systems are being used widely all around the world, they bring along many problems as well as benefits. Most of these implementations are failures and inadequate adoption is just one of the failure factors. This study provides an extensive review of the literature resulting in a taxonomy that may be used for other researchers in the field. The study also defines a framework for organizational adoption of ERP systems. The model consists of core Technology Acceptance Model (TAM) variables (perceived ease of use of ERP system and perceived usefulness), satisfaction and common actors of an ERP project: technology, user, organization and project management.
Enterprise Resource Planning (ERP) systems are integrated software solutions used to manage any organization's resources. Actually, ERP systems offer much more than their literal meanings. Not only do they make resource planning, but also integrate all departments and functions of a company into a single computer system that can serve all different departments' needs (Genoulaz and Millet, 2005 and Klaus et al., 2000). Watson and Schneider (1998) described ERP system as a generic term for an integrated enterprise computing system. They define it as an integrated, customized, packaged software-based system that handles the majority of an enterprise's system requirements in all functional areas such as finance, human resources, manufacturing, sales and marketing. It has a software architecture that facilitates the flow of information among all functions within an enterprise (Mendelson, 1999). According to Slooten and Yap (1999), ERP is the first approach that integrally combines business management and IT concepts. Additionally, Davenport (1998) claimed that these integrated enterprise computing systems provide a seamless integration of all the information flow through an organization. Through data integration, ERP systems eliminate counter-productive processes and cross-functional coordination problems that hinder the integration of organizations. With the implementation of ERP systems, the management of an organization can also have a unified view of its processes (Parr & Shanks, 2000). Kumar, Maheshwari, and Kumar (2003) stated that the key underlying idea of ERP systems is using information technology to be able to plan and integrate the software applications and organizational processes such as design, production, purchasing, marketing, and finance. These systems' designs are based on business practices that have been deemed the most appropriate for achieving organizational goals (Newell, Swan, & Galliers, 2000). Considering these facts above, it is easier to see why ERP systems are accepted to be one of the most important developments in the Information Technology (IT) world and also the most popular standard business software of the last decade (Davenport, 1998 and Robey et al., 2002). ERP systems appear to be an innovation that makes dreams come true.
نتیجه گیری انگلیسی
An ERP system is perhaps one of the most inclusive technologies in organizations thus far. Although most of the ERP projects are failures, ERP is still expected to remain the biggest segment of large and mid-size companies' IT applications budgets (Seewald, 2002). This paradox – in spite of high failure ratio they are still being sold – proves why ERP was chosen to be exercised within this and many other studies. Organizational adoption is accepted to be one of the most important factors of implementing successful projects. However, there is a lack of empirically supported research on critical ERP adoption issues. This absence was the main motivation factor to study organizational adoption of ERP systems by surveying the organizations which have adopted ERP systems. Main goals of this study was to build a framework to understand organizational adoption of ERP systems; consider former technology adoption models like TAM, ERP failure factors, opinions of local experts and past research while constructing the model; and finally prove not only use, but also end user satisfaction's influence on organizational adoption. This study tried to study organizational adoption by considering all actors and factors of an ERP implementation project as such a study was not constructed before.