مطالعه جامع از روابط بین معیارهای انتخاب برنامه ریزی منابع سازمانی و موفقیت سیستم برنامه ریزی منابع سازمانی
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|390||2012||11 صفحه PDF||سفارش دهید||7630 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Information & Management, Volume 49, Issue 1, January 2012, Pages 36–46
We developed a conceptual framework for investigating how ERP selection criteria are linked to system quality and the service provided by suppliers and consultants, and thus how these influenced ERP implementation success. Through a cross-sectional survey of the top 5000 largest companies in Taiwan, using a balanced scorecard concept and path analysis, we showed that four system selection criteria (consultant's suggestion, a certified high-stability system, compatibility between the system and the business process, and the provision of best practices) were positively related to system quality. Three supplier selection criteria (international market position, training support by the supplier and supplier technical support and experience) had a significant influence on supplier service quality, and two consultant selection criteria (consultant's ERP implementation experience in a similar industry and consultant's support after going live) were related to consultant service quality. However, we found that most organizations did not consider all these criteria when implementing ERP systems. Our study also suggested that enhanced system quality and service quality could increase user perspective and ERP success.
An ERP system is an integrated information technology (IT) that uses common databases and consistent cross-functional information flow to allow organizations to integrate information from different departments and locations. Their availability has prompted many small and medium sized organizations to shift their IT strategies from in-house development to purchasing application software . Clearly, ERP systems can enhance business operations. However, there are several difficulties that must be overcome for the successful implementation of an ERP system . The company must be aware of the factors that influence the success of its implementation to prevent failures. The perceived characteristics of the product play a major role in the final decision of companies considering buying an ERP system . In choosing a specific system, organizations use a variety of criteria to determine the most suitable one for them. Several previous papers on ERP system selection have discussed the major criteria for the evaluation of the best implementation processes  and . These have shown the differences in the characteristics of the available ERP systems and suppliers but the work has mainly been confined to the ERP selection criteria. Few studies have examined the relationship between ERP selection criteria and ERP system success among Taiwanese companies. The selection of an ERP system involves more than interviewing a few suppliers. After deciding that an ERP is right for the company, choosing the most suitable supplier becomes important. The correct supplier will become a long-term partner. Furthermore, ERP suppliers must incorporate the latest IT trends in their systems to remain competitive . During the ERP implementation process, most organizations collaborate with their ERP suppliers and/or consultants. These suppliers and consultants are external facilitators that affect ERP success . ERP suppliers and consultants help not only in improving the quality of the ERP products, but also in ensuring user knowledge and involvement. Most research to date has considered only ERP suppliers, ERP systems, or ERP consultants, or two of these; seldom have all three been considered simultaneously in their effect on the success of ERP implementation. Furthermore, the research has mainly discussed the pre-implementation stage; few researchers have done further investigation on subsequent effects, such as the influence that the selection criteria have on the success of the organization. We therefore decided to develop a conceptual framework for investigating how ERP selection criteria are linked to system quality and service quality and thus influence ERP system implementation success. Our study adopted a cross-sectional survey of the top 5000 largest companies in Taiwan to examine the influence of various ERP selection criteria.
نتیجه گیری انگلیسی
ERP systems are, in principle, applicable to all industries and although it is costly, in general, it may bring major benefits. In our study, we evaluated the various selection criteria that may directly influence the service quality of an ERP and its further success. By confirming our success model, we found that enhanced system quality and service quality can increase user satisfaction. Although system quality and service quality were as important in ERP systems as in the traditional IS environment, a balanced scorecard concept played an important role in the evaluation of ERP performance. Moreover, our findings revealed that the selection criteria which most users considered to be important for ERP implementation actually had no obvious influence on the success of an ERP system. This finding has not been reported to date! We conclude that for an ERP implementation process to be reliable, corporations should place more emphasis on new selection criteria. Specifically, they should focus on the criteria shown to facilitate successful ERP implementation and system success. Some limitations of our study need mentioning. First, our results reflected only Taiwanese perspectives; different industries, cultural contexts and environmental settings may generate different results. Second, there is an obvious survey bias in the sample, because those who felt dissatisfied with the ERP systems were inclined to refuse to participate in the survey. Third, although there are numerous factors affecting the success of ERP systems, we only focused on the IS success constructs in our research model. Finally, the performance evaluation could be a limitation. In a questionnaire investigation, it is difficult to estimate the various variables by using the practical data obtained from real financial statements, management reports, and so on.