درک ظرفیت جذب کاربران شخصی در عملکرد استفاده از برنامه ریزی منابع سازمانی (ERP) : مورد شرکت های کره ای
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|1143||2007||13 صفحه PDF||سفارش دهید||5840 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Information & Management, Volume 44, Issue 3, April 2007, Pages 300–312
We examined the effect of absorptive capacity of users on their use of ERP in a Korean context. The three components considered were understanding, assimilating, and applying ERP knowledge. We found that the capacities of users to assimilate and apply the knowledge had both direct and indirect effects on its value. The users’ ability to understand ERP knowledge was found to influence its performance by their assimilating and applying the knowledge. We also found that organizational support moderated the relationship between their absorptive capacity and performance.
In order to deal with a rapidly changing external environment and overcome the limitations of legacy systems, many companies have implemented Enterprise Resource Planning (ERP) systems. Unlike ‘function-oriented’ systems that support only specific business activities, ERP systems are intended to integrate company-wide processes by adopting good reference models from efficient firms . Hence, implementation of an ERP system can be regarded as a process of knowledge transfer of best practice from leading companies. Despite this, however, users often have difficulty implementing an ERP system, since it is difficult to understand the operational logic in the unfamiliar modules. This is the primary reason why organizations need to spend a substantial effort in convincing its employees of the practical value of ERP systems and educating them in their proper use . Lack of attention to this is probably why so many implementations have failed to perform as expected . The effective transfer of knowledge between knowledge sources and recipients requires direct and intimate interaction between them  and . However, it is virtually impossible for recipients of ERP systems to engage in direct interaction with sources, so that the systems embody the task-related and process-related knowledge of world-class leading companies . Accordingly, it is critical for a recipient company to be able to absorb the leading-edge knowledge embedded in ERP systems: a firm's absorptive capacity can be determined by the aggregation of its members’ capacity . Despite this, with the exception of Ko et al. , few studies have paid attention to the effects of individual users’ capacity on their ERP performance. Ko et al. demonstrated that individual users’ absorptive capacity played a significant role in knowledge transfer from ERP consultants to members of a recipient organization. They argued that official training and education was not sufficient to have all the ERP users become sufficiently familiar with ERP systems to use them effectively. Accordingly, we assumed in our research that users’ absorptive capacity was the individuals’ idiosyncratic capability that would help improve individual performance and eventually increase organizational competency. In other words, we argued that individual (or organizational) performance could be enhanced when users reinvented their use of ERP to fit to their task environment and thus that such reinvention would be tightly related to users’ ability to learn to use ERP systems effectively.
نتیجه گیری انگلیسی
An organization's competitive advantage can be derived from knowledge resources of its employees. In order to effectively leverage the knowledge resources, they must be able to absorb new knowledge and apply it in their task environment. We examine the effects of individual users’ absorptive capacity on their ERP usage. The transfer of knowledge required interactions between knowledge sources and recipients. However, it is virtually impossible for knowledge recipients of ERP systems to engage in direct interactions with the knowledge sources, since the systems do not describe their task- and process-related knowledge. Accordingly, it is critical for a recipient company be able to absorb the knowledge of their ERP systems. Results of our empirical analysis were: • First, absorptive capacities for understanding, assimilating, and applying knowledge influence the performance of the ERP. The importance of capacity for understanding ERP through other components shows the importance of cumulative prior knowledge. Individual users can assimilate and apply new knowledge more effectively when they have greater prior knowledge. In addition, effective knowledge transfer requires an individual to understand acquired knowledge in the new context and synthesize it into their task environment. Furthermore, a positive effect of the capacity for applying ERP knowledge on performance also shows the need to apply new knowledge to the business processes to improve business performance. • Second, the absorptive capacity for understanding ERP systems does not affect their performance directly; this may not seem consistent with previous studies but the significant indirect effect shows that prior knowledge is the foundation for other components of absorptive capacity that affect performance of ERP. The capacity to understand ERP systems explained 16% of the total variance in performance of ERP. Therefore, our study did not refute previous findings that individuals’ absorptive capacity for understanding knowledge was an indispensable factor in enhancing organizational performance. • Third, the moderating role of organizational support was confined to the effect of the capacity to assimilate ERP knowledge on the performance. This result implied that the effect of the capacity to assimilate knowledge on the performance of ERP usage was stronger in firms with a higher degree of organizational support. • Finally, our results also imply that the capacity to assimilate knowledge was the most challenging component for overall absorptive capacity, so organizations need to make extra efforts to have individual users understand the value and functions of ERP systems from the perspective of their individual tasks. Organizations should make sure that the tight alignment between tasks and ERP systems is not only the issue of IS design, but also should be shared among ERP users when executing their tasks.