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AIS Newsletter |
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IS SECTION / AMERICAN ACCOUNTING ASSOCIATION. |
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In the Literature : Research on ERP Issues |
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ORGANIZATIONAL CULTURE AND LEADERSHIP IN ERP IMPLEMENTATION Weiling Ke, Kwok Kee Wei. Decision Support Systems. May 2008. Vol. 45, Iss. 2; pg. 208 Abstract (Summary) This paper theorizes how leadership affects ERP implementation by fostering the desired organizational culture. We contend that ERP implementation success is positively related with organizational culture along the dimensions of learning and development, participative decision making, power sharing, support and collaboration, and tolerance for risk and conflicts. In addition, we identify the strategic and tactical actions that the top management can take to influence organizational culture and foster a culture conducive to ERP implementation. The theoretical contributions and managerial implications of this study are discussed. [PUBLICATION ABSTRACT]
IT GOVERNANCE FOR ENTERPRISE RESOURCE PLANNING SUPPORTED BY THE DeLONE-McLEAN MODEL OF INFORMATION SYSTEMS SUCCESS Edward WN Bernroider. Information & Management. Jul 2008. Vol. 45, Iss. 5; pg. 257 Abstract (Summary) 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. [PUBLICATION ABSTRACT]
EXPLORING MANAGERIAL FACTORS AFFECTING ERP IMPLEMENTATION: AN INVESTIGATION OF THE KLEIN-SORRA MODEL USING REGRESION SPLINES Kweku-Muata Osei-Bryson, Linying Dong, Ojelanki Ngwenyama. Information Systems Journal. Sep 2008. Vol. 18, Iss. 5; pg. 499
Abstract (Summary) Predicting successful implementation of enterprise resource planning (ERP) systems is still an elusive problem. The cost of ERP implementation failures is exceedingly high in terms of quantifiable financial resources and organizational disruption. The lack of good explanatory and predictive models makes it difficult for managers to develop and plan ERP implementation projects with any assurance of success. In this paper we investigate the Klein & Sorra theoretical model of implementation effectiveness. To test this model we develop and validate a data collection instrument to capture the appropriate data, and then use multivariate adaptive regression splines to examine the assertions of the model and suggest additional significant relationships among the factors of their model. Our research offers new dimensions for studying managerial interventions in IT implementation and insights into factors that can be managed to improve the effectiveness of ERP implementation projects.
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