• Information Systems Review
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• v.6 no.1
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• pp.1-18
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• 2004

In 1990s, many organizations recognized the ERR system as a key enabler of business strategic accomplishment and it can improve productivity and efficiency of organizations by integrating and managing enterprise resources. These organizations tried to implement the ERP system to hold the competitive advantage. And the ERP system leads to business process reengineering. So it is important to consider both organizational environmental characters and change management in the ERP implementation process. This study is examined in detail about organizational environmental characters and change management in the ERP implementation process, seeks how the difference of these factors related to the ERP success. The sampled companies implemented the ERP system by using the different ERP implementation approaches. This study provides that the ERP implementation approach differs from organizational environmental characters, and change management tactics are different according to the ERP implementation approaches. But, some change management factors are important regardless of the ERP implementation approaches. This study also provides the effects on EPR performance through the change management. The study is of service to the organizations implementing ERP and provides practical contribution for managing organizational changes.

• Journal of Digital Convergence
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• v.7 no.1
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• pp.149-156
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• 2009

Enterprise Resource Planning (ERP) system is one of key information technology to shape doing business. ERP adoption characteristics like IS planning and change management before ERP implementation are rising in importance, because of gaining competitive advantage. The purpose of this study is to analyze the impact of the characteristics of ERP adoption on ERP implementation success. From previous researches on ERP adoption and implementation, two characteristics of ERP adoption such as IS planning and change management, and 2 dependent variables such as process innovation and business performance, are identified. From data collection processes, 122 samples are collected. The results of hypothesis testing show that organizations with IS plan have higher implementation performance than organizations without IS plan. Also, organizations with the process of change management have higher implementation performance than organizations without the process of change management. Also, The interaction effect between IS planning and change management shows bigger impact in ERP implementation success.

• The Journal of Information Systems
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• v.15 no.1
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• pp.73-96
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• 2006

Recently, ERP system is used as a important tool of management innovation for enterprise's survival and development. It is very important to recognize how much influence to organizational performance through ERP system implementation. The purpose of this study is to find out the impact of environmental, organizational, information systems characteristics on successful implementation of ERP systems in Korean SMEs(Small and Medium Enterprises). From previous researches on ERP adoption and implementation, 7 independent variables (competitiveness, government support, top management support, process innovation, project management, IS maturity, and ERP customizing), and 1 dependent variables (successful implementation of ERP systems) are identified. 3 questionnaires were removed from the study because of missing or inappropriate responses, and final samples are 91 SMEs. The results of hypothesis testing show that determinants of successful implementation of ERP systems are top management support and IS maturity. Five variables such as competitiveness, government support, process innovation, project management, and ERP customizing do not significantly influence to successful implementation of ERP systems. The contribution of this study is that it provides an empirical evidence of the causal relationship between ERP adoption factor and ERP success. This study showed that top management support and IS maturity are essential to accomplish successful ERP implementation for SMEs.

• Journal of Information Technology Services
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• v.20 no.2
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• pp.57-76
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• 2021

Today's ERP system has become a core system of IT·SW that not only supports and manages enterprise resources efficiently, but also encompasses major business tasks. In other words, the ERP system is an essential strategic element for the survival of a company as a powerful means to innovate the management of an organization. This study analyzed the impact on the utilization of IT·SW from the perspective of the entire organization's process without limiting the performance evaluation of the ERP system itself, which is a core system of a company. The measurement data for evaluating the performance of the ERP system was the 2018 domestic company IT·SW utilization survey result report (subject to survey : 3,017 domestic companies with 10 or more employees). Based on this data, this study analyzed the impact of the ERP system on the entire enterprise's IT·SW utilization. In particular, attention was paid to whether there would be a difference in the use of IT·SW if the type of ERP system introduction was changed through the improvement of the business process of the company. Multiple regression analysis was performed using the statistical package SPSS 25. As a result, among the ERP system introduction types, the greatest degree of (+)influence on the company's IT·SW utilization is when the ERP package SW or ASP service is used as it is. Although the difference is insignificant, the second case was to build an ERP system through self-development or outsourcing, followed by customizing the package SW or system through self-development or outsourcing. Through the results of this study, it is expected that the organization will improve the business process and use the standard ERP package SW as it is without modification, thereby effectively enhancing the use of IT·SW of the company and leading to management performance.

• Journal of Information Technology Applications and Management
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• v.9 no.2
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• pp.81-106
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• 2002

As more organizations undertake IT-enabled business process reengineering(BPR), IT-enabled BPR projects become a major concern. Especially, one of IT, Enterprise Resource Planning System (ERP) is recognized as a revolution solution. But the success cases of ERP project are rarely reported. In this study, ERP implementation is defined as a IS implementation project based on BPR concepts To explore the issues of implementing ERP systems, a company implementing ERP successfully in Korea is selected. The research framework consists of four components: 1) strategic plan dimension , 2) organizational environment dimension, 3) implementation process dimension, and 4) IT dimension. On this framework, to implement ERP systems successfully, the analysis of the results clearly suggests appropriate planning, top management support, change management, appropriate methodology , ERP specialist commitment, management of standard process and master data, and the extent of IT localization.

• Proceedings of the Korean Institute of Information and Commucation Sciences Conference
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• 2019.05a
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• pp.147-148
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• 2019

In this paper, we propose cloud-based site-oriented ERP development for a construction company. The ERP development was aimed at the development of web-based user service portal and management portal, middleware development based on WCF (Windows Communication Foundation), and client SW development based on WPF (Windows Presentation Foundation). Major developments of ERP are the process refinement of the use process of the small and medium construction, user-oriented UI design, process slimming and automation.

• Journal of Information Technology Services
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• v.7 no.3
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• pp.97-114
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• 2008

Many companies have implemented ERP systems to enhance their process competitiveness. Since most ERP systems down to date are implemented and managed on each separated business-unit or company level, such systems run short of the consideration about global business processes and global system managements. In order to integrate a successful global ERP, it is essential to apply the well-systematic implementation methodology which considers global standardization and global IT requirements. It is, however, the actual circumstance that such well-structured methodologies for global ERP implementation are hardly shown not only from domestic site but from foreign one. This paper indicates the global ERP implementation guideline with integrated approach including; the standard process design for efficient execution of global business; the ERP implementation method considering global IT requirements; and, the management method for global system operation. GSI ERP methodology is composed of 3 Phase：Global Strategy Planning, Global Template Construction and Global Roll-Out. Phase1; Global Strategy Planning contains Environment Analysis, GSI direction and Implementation Plan. Phase2; Global Template Construction contains Business blueprint, GSI operation design and Global template implementation. Phase3; Global Roll-out contains local business analysis, local ERP implementation and Global ERP Operation.

• Information Systems Review
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• v.10 no.1
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• pp.193-211
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• 2008

Effective Training has been recognized as one of the most important success factors for enterprise resource planning (ERP) system operations. However, both ERP system vendors and user companies have failed to provide an effective training method for users because practical business process cases cannot be formalized. Also, incomplete testing by ERP system vendors results in insufficient and ineffective user training. This paper suggests a scenario framework for ERP testing and training (SF-ETT). SF-ETT is constructed by expanding the practice-based ERP testing scenario construction framework designed for unERPII. SF-ETT contains concrete business process entities that users understand actually and provides practice definition, notation, and architecture.

• 한국IT서비스학회:학술대회논문집
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• 2002.11a
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• pp.232-238
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• 2002

정보 시스템을 구축하기 위하여 ERP 패키지를 도입하는 경우 패키지의 표준 기능과 해당 기업의 요구 사항간의 편차가 존재하므로, 이를 최소화하기 위하여 Process Mapping을 통한 Configuration의 수행과 업무 프로세스의 변화가 수반되어야 한다. Structuring은 ERP 패키지에서 제공되는 프로세스 모델과 기업의 요구 사항 간의 편차를 최소화 하여 바람직한 기업의 업무 모델을 정립하고 이를 지원하는 ERP 시스템 운영을 최적화하는 과정으로서, 이러한 Structuring이 불충분하게 수행될 경우 많은 예외적 경우들을 발생시키게 되어 시스템의 운영 및 사용을 매우 복잡하고 어렵게 할 수 있으며, 업무 프로세스의 지속적인 발전을 억제할 수도 있다. 본 연구는 ERP 패키지를 도입한 국내 자동차 부품업체의 ERP 패키지 도입 사례를 대상으로 하여 Structuring 진행 과정을 분석하여 효과적 Structuring 수행방안을 탐색하고, 이러한 결과가 해당 기업의 경쟁우위에 어떤 영향을 미치는 지를 규명하고자 한다. 또한 위의 결과를 기반으로 ERP 시스템 구현 및 도입 이후, 활용 및 유지 보수에 이르는 시스템 Lifecycle을 통하여 적용되는 Structuring에 대한 현실적 가이드라인을 제시하고자 한다.

• Journal of Information Technology Services
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• v.4 no.1
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• pp.57-69
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• 2005

The ERP system which has been adopted as a tool for integration of information systems and for innovation of business process. And it is regarded to be able to maximize the productivity of business process and achieve process innovation based on the best practice incorporated in the ERP. To achieve process innovation through ERP, strong sponsorship from top management and building consensus through the entire organization is required to be backed UP. There are many cases of the failure of Process Innovation due to reluctance of corporate members to change. In the result of the case study, it seems to be difficult to build the consensus of the related groups to ERP project. There are still argues after project, on whether the project was success or not. Through the AHP analysis for the success factors, it is explored that the reason is that several groups of the company had different expectation for the project. And to achieve the aimed process Innovation, the project members in the related departments should build the consensus of expectation on the project.