حاکمیت IT برای برنامه ریزی منابع سازمانی پشتیبانی شده توسط مدل دلون و مک لین موفقیت سیستم های اطلاعات
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|1158||2008||13 صفحه PDF||سفارش دهید||5170 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Information & Management, Volume 45, Issue 5, July 2008, Pages 257–269
I investigated the role of IT governance in driving the success of ERP projects. The tool for assessing ERP value was a comprehensive, multivariate and validated model adapted from the widely used Delone and McLean model of IS success. This showed that ERP investments were more effective in organizations having an IT governance domain consisting of proactive strategic guidance and participatory team building. Large enterprises, however, under-performed compared to SMEs and needed specific performance drivers, such as top management commitment to become effective.
Today's business requirements have moved IT governance into the focus of attention. The core processes underlying effective and comprehensive IT governance are the same as those for an enterprise. IT activities are critically important to all aspects of the enterprise. This applies to ERP system applications which are seen as key in supporting business processes in many organizations. ERP involves the seamless integration of processes across functional areas such as finance, human resources, manufacturing and logistics. They support improved workflow, standardization of business practices, and improved capabilities. ERP systems include several configurable modules that integrate core business activities into a single environment based on an integrated, shared database. The far-reaching structural changes following an ERP implementation can be disastrous, as shown by examples ,  and . Indeed, it has been reported that 70% of ERP implementations fail to achieve their corporate goals. However, most research conducted on ERP systems has concentrated on issues related to the implementation phase in large enterprises. There seems to be limited work reported that assesses the value of ERP in a multivariate context focusing on post-implementation stages. My goal was to analyse empirically the success rates achieved with ERP investments according to expectations for a multiple attributive assessment seeking to embrace all major dimensions of ERP consequences for the organisation. In order to tackle this task, the popular Delone and McLean (D&M) IS success model  and  was adopted with multiple attributes that accounted for ERP as a specific IS investment. The work went beyond implementing a D&M model specification by applying it as a concrete measurement model. A number of questions were developed as hypotheses to analyse the effect of observed IT governance practices on ERP value delivery. To support the analysis, I drew on data gathered from an independent, empirical survey undertaken in Austria for small to medium and large enterprises in order to include size-specific considerations. The Austrian case can be seen as a good example for a well-developed region within the European Union. In this sense, results should be applicable to most of the 25 member states.
نتیجه گیری انگلیسی
This paper reported on management key practices in defining and aligning ERP strategy, management commitment, inclusion of stakeholders, team building strategies, and ERP value delivery using a multivariate validated model of ERP success applied to the operational/usage stage of the ERP system lifecycle. The ERP value measurement model was used to analyse ERP success levels according to expectations and results. An effective IT governance mechanism seems to facilitate ERP success rates. Overall, most ERP adopters were found to be content with their decision to adopt, ERP strategies were successful, meeting expectations. SMEs were generally more pleased with their ERP systems than LEs, in particular in terms of perceived system quality.