• Asia pacific journal of information systems
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• v.17 no.1
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• pp.1-31
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• 2007

This research proposes a conceptual framework to highlight the importance of change management after firms implement ERP systems. With ERP, firms need to rework their business processes to make information flow smoothly within organizations. Firms cannot realize expected returns from ERP investments unless changes are effectively managed after ERP systems are put into operation. The research model is empirically tested using data collected from over 170 firms that had used ERP systems at least for more than one year. Our analysis reveals that the eventual success of ERP systems depends on effective change management after ERP implementation, supporting the existence of the 'valley of despair.

• 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.

• Journal of Information Technology Services
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• v.16 no.4
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• pp.77-97
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• 2017

ERP is an essential information system (IS) that many companies are operating on the basis of this solution. Since ERP is a very important system that is used in business operation and provides quantified information about the efficiency and productivity of the business activities, difference of competitiveness between companies that have successfully implemented ERP and those that do not have is very large. According to a survey done by a global consulting firm, far less than half of the companies are evaluated as successfully internalizing ERP into their organizations. Therefore, there is a need for an accurate assessment of ERP usage and an improvement of ERP based on it and the need become to increase largely. However, in reality, there is neither the systematic evaluation methods or any research about this topic. This study proposes a framework for evaluating the routinization of ERP throughout the life cycle of the ERP based on both the literature in the enterprise architecture, ERP lifecycle, ERP success areas, and actual experience of the authors in ERP implementation. The proposed framework intends to satisfy the following functional requirements : 1) the entire lifecycle of ERP should be evaluated; 2) evaluation of ERP should be performed from the enterprise-wide perspective; 3) evaluation should focus on the core activities of the organization; and objective evaluation criteria should be used in the evaluation.

• Journal of the Korea Society of Computer and Information
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• v.7 no.2
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• pp.187-195
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• 2002

A Previous ERP studies came up with a number of critical success factors which would be worth referencing at the time of ERP implementation. However, we have not found much work describing the relationship between ERP implementation approaches and ERP effectiveness. We are strongly confident that it is effective to show these managers 'how firms approach' would greatly influence the outcome of BRP endeavor. In this regards, this study aims to show this strong tie empirically. Especially, we are interested in showing why re-engineering efforts ought to be taken prior to or simultaneously with, the ERP implementation. Our main concern was whether BPR efforts were taken with respect to ERP implementation and what roles managers or If managers have taken with respect to both BPR and ERP. In order to Present a more detail Picture of ERP implementation in Korea's S&M enterprise, we further had an intensive case study.

• 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.

• Journal of Information Technology Services
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• v.2 no.2
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• pp.75-85
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• 2003

The purpose of this study is to derive critical success factors for ERP system implementation by the level of total resource as an ability of human resource and the environment of information system in the small and medium manufacture.

• Korean Management Science Review
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• v.15 no.2
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• pp.71-81
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• 1998

ERP is a new concept which attempts to combine the applications of BRP and information technology in order to enhance the competitive positions of the firms in a rapidly changing environment. It is expected that a paradigm transition will take place which transforms the current practice of in-house development into the introduction of ERP packages. In response to this trend. ERP introduction strategies need to be investigated. This paper reports the case study of Standard Telecom Co. in successfully implementing Oracle ERP applications package. It describes the background, implementation strategy, project management, benefits, and the critical success factors of the Vanguard Project.

• Korean Management Science Review
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• v.15 no.2
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• pp.91-108
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• 1998

Recently ERP(Enterprise Resource Planning) package has been on of important issues in developing information systems in many Korean companies. The main objectives of this study are to analyse the case of implementing ERP system in Samsung Display Devices Co. which is rated to be successful, and to derive significant implications for effective ERP implementation. First, this study focused on showing the detailed roadmap of performing ERP implementation project which largely consists of 5 stages(planning and organizing, visioning. process redesign and mapping, testing and arrangement, and installation and roll-out to overseas subsidiaries), and explaining key activities in each stage. Second, the performance of this project was evaluated on the basis of both process-centered critieria and result-centered ones. Finally, this study intended to discuss and explicate the bottlenecks and the critical success factors in implementing this project. The findings of this case study are thought not only to be useful as a practical guideline in carrying out ERP implementation project but also to provide significant basis for constructing the theoretical framework of effective ERP implementation.

• Journal of Korea Society of Industrial Information Systems
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• v.6 no.4
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• pp.30-38
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• 2001

An enterprise resource planning (ERP) system is an enterprise wide management system made possible by information technology. Organizations have been implementing ERP packages for integrating the business process in various functions. ERP has been helping companies to automate their entire business processes within the organization as a whole instead of just in some functional units. This paper presents five case studies indicating that enterprise resource planning (ERP) systems do enhance the performance of manufacturing organizations. The ERP systems studied are from SAP, Baan, and Oracle. In all five cases, better cross-functional integration was a critical success factor.

• 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.