چارچوب موفقیت پیاده سازی سیستم های برنامه ریزی منابع سازمانی (ERP) در چین : یک مطالعه تجربی

Enterprise resource planning (ERP) system is one of the most widely accepted choices to obtain competitive advantage for manufacturing companies. However, the successful implementation rate is low and many firms did not achieve intended goals in China. This study develops an ERP implementation success framework by adapting the Ives et al. information systems (ISs) research model and DeLone and McLean's IS success model to identify both critical success factors and success measures. Qualitative case study research methodology is used to collect data and Atlas/ti program is used to facilitate data analysis. Discussion is made finally and suggested ERP systems implementation methodology is given at the end.

Kumar and Hillegersberg (2000) defined enterprise resource planning (ERP) systems as “configurable information systems packages that integrate information and information-based processes within and across-functional areas in an organization”. In information systems (ISs) area, implementation is defined as “the process that begins with the managerial decision to install a computer-based organizational information system and is complete when the system is operating as an integral part of the organization's information system” (Burns and Turnipseed, 1991). ERP is probably the most rapidly growing system area in operations today. Thousands of companies have implemented or are in the process of implementing an ERP system. IDC predicts that ERP software sales in Greater China, comprising China, Hong Kong, and Taiwan, will grow at an annual rate of 24.2%, up from US $84.5 million in 1998 to US $243.3 million by 2003. According to CCID Report (2004), ERP sales in Mainland China reached US $226.9 million in 2003, and will reach US $652.8 million in 2008, at an estimated growth rate of 23.5% over the next 5 years. Significant benefits such as improved customer service, better production scheduling, and reduced manufacturing costs can accrue from successful implementation of ERP systems (Ang et al., 1995). However, ERP systems are expensive and time-consuming, and once ERP systems are implemented, management should evaluate whether it is successful. A recent Standish Group report on ERP implementation projects reveals that these projects were, on average, 178% over budget, took 2.5 times as long as intended and delivered only 30% of promised benefit. Nearly 1000 companies in China have implemented MRP, MRP II or ERP systems since 1980. The successful implementation rate is extremely low at only 10% (Zhu and Ma, 1999). The large difference of ERP systems implementation success rate between Western countries and China produces a need of research to examine generic and unique factors that affect ERP implementation success in China since foreign ERP vendors have more than 90% ERP market share (IDC, 1998) and more than 80% in 2000 (http://www.sina.com.cn) in China. Furthermore, Chinese culture is quite different from Western countries in terms of the four dimensions of national culture developed by Hofstede (2001) and the dimension of uncertainty avoidance is highly relevant to ISs implementation. Organizational culture is imbedded within national culture and it is regarded as the unique factor affecting ERP systems implementation success.

This study aims to improve understanding of both generic and unique critical factors that affect ERP implementation success in China and establish measures to assess the extent to which an ERP system implementation can be defined as a success or a failure. We developed a conceptual research framework to guide the research and four propositions concerning the associations between the proposed critical factors and ERP implementation success are developed. Qualitative research methodology is used in this study due to the research question. To make comparison possible, the researcher uses one set of case study protocol and interview questions in studying four ERP user firms that have implemented the same ERP system, Baan IV, going live no more than 2 years. Four ERP user firms were selected and interviewed based on the same size and business industry. The result of this research study can contribute to both the academic field and business industry. We collected much information from the four ERP user companies including interviewees’ responses, periodic status meeting minutes, ERP implementation plans, and ERP project proposals drafted by the Baan Company for triangulation, however, only in Case A two interviewees’ cooperation is obtained and only one person in the other three firms, respectively, is available to accept the interview. It would be ideal if more interviewees from different positions within one firm could be available for the interview. The case study protocol could be used to study different ERP packages implementation to examine variations between different ERP systems and vendors. The conceptual framework could be used in other countries to test its applicability by further studies. Moreover, researchers could focus on more specific areas such as people resistance or organizational culture impact within one firm so that more detailed and in-depth information or deep-rooted failure reasons could be identified.