• East Asian Journal of Business Economics (EAJBE)
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• v.2 no.4
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• pp.9-25
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• 2014

The successful implementation of various Enterprise Resource Planning (ERP) systems has provoked considerable interest in this subject over the last few years. The senior management, especially in large corporations have been attracted to look at new information technology and how to leverage it for corporate survival and to gain competitive advantage in volatile business environment. Although there is no shortage of positive reports on the success of ERP installations, many companies have invested millions of dollars in this direction with little to show for its success. Since many of the ERP failures today can be attributed to inadequate planning and poor execution in the implementation and closure of projects. The aim of this article is to offer some solutions to avert potential pitfalls in ERP implementation.

• Journal of Information Technology Applications and Management
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• v.9 no.3
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• pp.47-56
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• 2002

A variety of enterprises have Implemented ERP system on the promises of feasible strategic benefits. The objectives of this study are (1) to classily and analyze the motives and critical success factors o the enterprises'ERP system adoptions, and (2) to measure their impacts on the business performance. The data for this research were collected from 43 cases in Korea that have operated ERP system for more than 6 months after the implementation. This study results reveals that the Information strategic planning and business strategy establishment prior to ERP adoption and the demands of field people activate as critical triggers In the larger firms Among the six critical success factors, training was statistically significant for all of four performance measures control, cost reduction, quality and service, and work efficiency. And other findings are furnished. Also the larger company group In the sales volume has shown the higher performance except work efficiency.

• Journal of Information Technology Applications and Management
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• v.10 no.1
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• pp.61-70
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• 2003

Many enterprises have implemented packaged enterprise resource planning (ERP) solutions rather than system development on the promises of feasible strategic benefits. Typical feasible benefits include adoption of global standards and processes through a proven integrated system, continuous version upgrading by vendors, and thus the easiness of system maintenance. The objectives of this research are to identify what makes a post-implementation success of ERP system and to figure out the critical issues and factors for the successful upgrade of packaged ERP systems. This case study was conducted based on five different organizations that have experienced system upgrade implementation. Success factors of ERP system upgrade include (1) clear statement of upgrade goals, (2) good coordination and communication among the implementation partners, (3) thorough management of customization and maintenance history including documentation, (4) Planning of system requirements of higher version, and (5) redefinition of role between business departments and IT department.

• The Journal of Information Systems
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• v.17 no.1
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• pp.113-130
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• 2008

현대의 기업조직들은 역동적 경영환경변화에 직면하고 있다. 이러한 변화에 적응하기 위한 수단으로서, 많은 기업들이 정보기술의 도입을 적극적으로 고려하고 있다. 1990년대 중반에 등장한 ERP(Enterprise Resource Planning: 전사적 자원관리)는 이러한 정보기술의 대표적인 것으로 통합된 데이터베이스에 기초하여 기업의 연계된 업무기능을 지원하는 시스템이다. ERP시스템은 효용 및 효과 대비면에서 많은 장점을 가지고 있기 때문에 현재 우리나라의 많은 기업들이 ERP시스템을 도입하고 있다. ERP에 대한 기존의 연구들은 주로 ERP 도입 성공요소에 관한 내용이 주류를 이룬다. 그러나 이러한 주요성공요소들은 주로 시스템 개발과정의 특성만을 포함하곤 주요성공요소를 몇 개의 범주로 묶어 제시하는데 그 초점을 두고 있기 때문에, 이들 주요성공요소 간에 존재하는 상호영향관계를 충분히 반영하지 못하고 있는 실정이다. 이에 본 연구의 목적은 ERP CSF(Critical Success Factor : 주요성공요소)간에 존재하는 상호영향관계, 그리고 그러한 영향관계가 전체 ERP 성과에 어떤 효과를 가져다 주는가에 대한 총체적인 상호작용에 관한 연구가 부족하기 때문에, 이를 분석하고자 했다. 이 연구의 결과는 다음과 같다. ERP 주요성공요소 간에 존재하는 복잡한 상호영향관계를 실증분석을 통하여 측정하여 이들 간에 상호영향관계 및 선행관계가 있다는 것을 밝혀내었다. 다만, 일반적으로 BPR로 인하여 조직이 많이 변화하면 변화에 대한 사용자의 적응은 떨어질 것으로 생각되지만, 본 연구에서는 이들의 관계는 없는 것으로 밝혀졌다. 조직이 얼마나 많이 변화하였는가보다는 변화관리가 사용자가 적응하는데 더 많이 영향을 미친다고 나타나고 있다. 결국 BPR의 정도 또한 변화관리를 통해서는 사용자의 적응에 간접적으로 유의한 영향을 미치는 것으로 밝혀졌다.

• Journal of the Korea Society of Computer and Information
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• v.21 no.12
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• pp.165-171
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• 2016

This study analyzes the relative importance of the introducing factors for the critical success factors in the implementation stage of the lifecycle of ERP system using Delphi technique and Analytic Hierarchy Process(AHP). In the 1st layer of the hierarchy, technical factor is evaluated as the most important factor among organizational, technical, and supplier factors. In the 2nd layer, choosing a proper ERP package is evaluated as the most important factor within 15 factors followed by process-oriented approach, technical suitability, minimized customization, integration and association of system with trading parter, association with legacy systems, and support and involvement of top management. As a result of this analysis enterprise should choose an ERP package that is suitable to its business environment, and make the best use of(take full advantage of) best practice that ERP package provides to optimize the existing business procedure or process(to approach the existing business procedure or process). This study also shows the range of customization of the features provided by the ERP package should be minimized.

• International Journal of Computer Science & Network Security
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• v.24 no.4
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• pp.35-43
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• 2024

The development and integration of Enterprise Resource Planning (ERP) systems have consistently attracted attention from software engineering researchers. Many studies have examined the factors that influence successful ERP integration, while others have focused on introducing integration models that address issues and challenges that affect the successful integration of ERP. However, it is crucial to recognize that the key player in successful integration is the individual involved. This paper aims to investigate how individuals based on departmental attachments and experiences have viewed the factors that affected the success of ERP integration. A case study was conducted at one large organization namely Umm Al Qura University, Saudi Arabia. Five departments were involved namely: Financial management, purchasing management, warehouse management, human resources management, and the Deanship of Information Technology. The results of 78 participants were collected and analyzed. Furthermore, it was different how individuals from different departments involved in the ERP integration viewed the factors that affected the success of integration. In addition, it was noticed that individuals with different experiences have various views on the factors. Moreover, it was evident that departmental attachments and individual experience might play a role in the successful integration of ERP.

• Proceedings of the Safety Management and Science Conference
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• 2008.11a
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• pp.167-176
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• 2008

The recent dramatic growth of ERP has changed the way organizations conduct their businesses, and resulted in significant tangible and intangible benefits being realized by participating firms. Despite these various benefits, firms still have problems in implementing and diffusing ERP due to some reasons, such as resistance to the change. This study primarily aims at identifying what factors are significantly affecting the diffusion of ERP system and finding out how these identified factors can be effectively managed.

• Journal of Information Technology Services
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• v.3 no.2
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• pp.39-51
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• 2004

Based on investigating and analyzing the cases of advanced foreign universities that have already included ERP courses in their education systems, this study proposed the ways of incorporating ERP courses into Korean universities' curriculums in terms of the following three areas: 1) development of ERP courses, 2) establishment and maintenance of ERP education environment, 3) continuous evaluation and improvement of ERP education implementation. As reasonable ERP courses, "Introduction to ERP" targeted to educating overall basic concepts in ERP system and business administration, "ERP System Implementation" for fostering business process design and system implementation skills, "ERP Programming" such as ABAP for the purpose of customizing ERP system, and "Strategic Use of ERP" dealing with ERP package selection and implementation methodologies of effective utilization of ERP systems were suggested. Regarding the establishment and maintenance of ERP education environment, single server architecture model that contained both database and application was proposed with the intention of set-up cost saving and maintenance efficiency. As for the evaluation and improvement on ERP education implementation, its methodologies were introduced through analyzing the advanced cases. Finally in addition to the above three areas, critical success factors for effectively launching ERP education in the universities were suggested through reviewing the previous case studies.

• Information Systems Review
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• v.4 no.2
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• pp.237-255
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• 2002

In this study, we develop a four phase model of ERP implementation, which includes Chartering phase, Project phase, Shakedown phase, and Onward and upward phase. We then examine how the completeness of each phase influences the implementation success as well as the completeness of next phase. The results of this study show that project phase and onward and upward phase both have significant impacts on the implementation success. We also find that all relationships between the completeness of previous phase and next phase are significantly positive.

• The Journal of Information Systems
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• v.18 no.2
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• pp.61-81
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• 2009

Numerous small and medium-sized manufacturing companies have implemented or plan to introduce ERP for their own survival in the highly competitive global market. Despite of increasing number of companies implementing ERP, there has been few research on evaluation of ERP performance in small and medium manufacturers. Thus, in this paper, the impact of ERP implementation on the organizational performance based on Balanced Score Card is investigated and also critical success factors are discovered. The results of analysis show positive relationships between the ERP implementation and organizational performance. This paper suggests some practical implication on the ERP implementation to the practitioners.