• Journal of Information Technology Services
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• v.12 no.1
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• pp.189-199
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• 2013

As many organizations have adopted and implemented ERP systems, concerns about ERP performance also have increased. Former researches studied the ERP implementation of general large or medium size enterprises but there are not enough studies on ERP systems of a specific industry domain. In this paper, we introduce a case study on ERP adoption methodology of global leading company 'D' in shipbuilding and marine engineering industry. We examined ERP implementation background, method and scope and evaluated ERP performance in perspective of both quantitative and qualitative approaches. Quantitative research usually examines ERP performance based on financial statements and qualitative study typically examines organization change or improvement. As a result, ERP implementation in shipbuilding and marine industry can improve quantitative aspects such as cost, human resource and organization performance. As qualitative analysis, business process and tools can be unified and management transparency can be improved by ERP implementation. The result of this paper will be useful guideline for organizations which are considering ERP systems.

• The Journal of Information Systems
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• v.22 no.4
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• pp.1-22
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• 2013

Government initiatives are continuously being invested to nurture supporting business environment for small and medium sized enterprises (SMEs), such as government-support ERP systems project for SMEs. As such, scholars need to pay attention to SMEs can successfully adopt and manage government-support ERP systems. This study, therefore, conceptually developed and tested a research model for understanding what factors influence SMEs' intention to adopt government-support ERP systems. We obtained thirty samples from SMEs, which is organizational level, and data were analyzed using the partial least square (PLS) technique. The results of data analysis found that institutional pressure and resource dependence had positive effects on the adoption of government-support ERP systems. On the other hand, risk aversion of SMEs was found to have negative effects to adopt government-support ERP systems.

• The Journal of Information Systems
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• v.8 no.1
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• pp.131-148
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• 1999

The objective of this study is to analyze the relationship between the success factors(organizational agreement, task fitness, top management support, user involvement, and linkage between BPR and ERP systems) and the performance(user satisfaction) of ERP systems. The success factors of concern would show positive relationships with the user satisfaction. Data were collected from 57 firms that have installed ERP systems. The responding firms were asked to visit the website of the researcher for the questionnaire survey. The result showed a positive relationship between the organizational agreement and the user satisfaction. This study also found that the user involvement had a negative relationship with the user satisfaction. The findings suggest that the firms adopting ERP systems need to establish the organizational agreement on the ERP system development which would be the critical factor for the successful system. It is also suggested that the user involvement should be controlled for the successful ERP systems.

• Journal of Information Technology Applications and Management
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• v.10 no.1
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• pp.47-59
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• 2003

This study analyses the level of resistance which workers have against the adoption of ERP systems and the factors affecting the resistance to the adoption of the new systems. The major results of the study include 1) about 40% of workers showed resistance to the adoption of ERP systems, and 2) all six factors (technical characteristics of ERP system, functional characteristics of ERP system, implementation approach, task changes caused by the adoption of ERP system, attitude toward change, and altitude toward organization) were proved to affect the resistance to the adoption of the ERP systems. In practice, adoption of ERP system brings significant changes to workers. In order for an organization to succeed, it is necessary to reduce the resistance of workers. Since this study is performed based on a case study, the results of the study may not be generalized. However, the results of the study may provide guidance which organizations can refer in the course of effective personnel management.

• Journal of Korea Society of Industrial Information Systems
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• v.15 no.5
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• pp.287-298
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• 2010

As business needs are accelerating exponentially due to globalization and other market forces, companies regardless of its size need data which can operate flexibly and rapidly across disappearing physical and organizational borders. To meet the growing Enterprise Resource Planning [ERP] needs for small and medium sized firms, large ERP vendors have introduced new and inexpensive products to these markets. They can customize to businesses of all sizes as long as they have the need for the services and the budget to support the system. Based on the observations in this research, most ERP vendors, regardless of their size, are now focusing more on improving the implementation curve and reporting capabilities through compartmentalizing business applications along industry verticals. Also ERP systems are becoming more open thereby consultants and subject matter experts now have the opportunity to create modules based upon verticals to form a best-of-breed ERP implementation. of enterprises.

• The Journal of Information Systems
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• v.19 no.2
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• pp.37-71
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• 2010

This article identifies factors affecting successful ERP systems by focusing on the stages after stabilizing ERP systems and overcoming temporary performance dip by introduction of ERP systems, and suggests change management tactics to control those identified factors. We can not expect that every users are familiar with the usage of an ERP system even after they are informed about the expected advantage of the newly implemented ERP system and trained intensively for changed business process and system usage while implementing a new ERP system. Moreover, even after more than six months usage of the system, the users may still have some trouble due to the reason why they have insufficient information about the expected advantage of the system (recognition gap) and insufficient knowledge about the changed usage of the system (knowledge gap). Hence, this article diagnoses by conducting a case study that those recognition and knowledge gap would have a severe bad influence upon the users' trust and satisfaction on ERP systems. This article suggests an appropriate change management tactics to overcome those recognition and knowledge gap by considering the relationship with the efforts for change management before, during, and after the introduction of ERP systems and performing an in-depth analysis on the users' dissatisfaction and request for update during the stages after the stabilization of the ERP systems. This article also shows a corroborative evidence that these efforts of change management consequently contributes to the solution of users' distrust and dissatisfaction. In sum, this article identifies the factors influencing badly on the magnitude and seriousness of knowledge and recognition gap, and suggests a conceptual research model which says that the satisfaction of ERP users could be uplifted by the solution of their knowledge and recognition gap if we keep making efforts on appropriate change management considering those identified factors during the stages after the stabilization of an ERP system.

• Proceedings of the Korea Society for Industrial Systems Conference
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• 2007.02a
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• pp.97-102
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• 2007

Currently, many organizations introduce ERP system as a key enabler of business strategic accomplishment and it can improve productivity and efficiency of organizations by integration and managing enterprise resources. Already many organizations have introduced ERP systems and the number of introduced ERP system is increasing steadily. Unfortunately, even though organizations have invested much money, previous studies showed the ERP systems had not always turned in good result. It is easy to find many studies that suggest that successful implementing strategies for ERP systems. This study reviewed the previous literature on strategic use of change management in enterprise. In order to establish a successful implementation of ERP, this paper suggests proper solutions to conduct change management according to implementation phase with activity and output, especially analyzing successful organizations in implementing ERP system through consistent change management.

• Journal of Korea Society of Industrial Information Systems
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• v.13 no.3
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• pp.100-109
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• 2008

In the 1990s and 2000s there was considerable growth in implementation of Enterprise Resource Planning(ERP) Systems. It is estimated that the ERP market will grow to about $65 billion by 2009. Companies expect these systems to support many of the day to day business transactions. However, the implementation projects of ERP are big, strategic and complex projects which involve lots of time, scope and costs. Because of that, companies have to create conditions, in which they can implement chosen solution in expected time, scope and budgeted costs. This means that companies should be aware of what most critical factors for success of ERP implementations are. This study will first investigate the ERP implementation CSFs by studying prior published researches on the field of ERP implementation. Then, this study will discuss in depth some important factors of ERP implementation and represent preliminary results CSFs of ERP implementation empirical survey.

• Journal of Korea Society of Industrial Information Systems
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• v.22 no.6
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• pp.61-69
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• 2017

ERP Systems can not meet All the Requirements that Needed in Their Enterprise Organizations. After the System Introduced, when it perates with Existing Systems or with New Systems, the Need for Strong Interface Technology along with the Appearance of the ERP have been gradually Increased. Interface Technologies for SAP R/3 Systems integrate Mulltiple R / 3 Systems and non R / 3 Systems, and play Important Role in Expanding the Company's Business Process. New VBA Approach was implemented as the Data Interface Design between SAP R / 3 and Other Systems. It proved to Reduce the Feeling of Resistance from User's Point of View. It also Proved to Improve the Operational Efficiency with More Convenient Input and Output Manner of Purchase Request Data.

• Journal of Korea Society of Industrial Information Systems
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• v.12 no.5
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• pp.133-145
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• 2007

This study investigated the relationship between introduction characteristics of ERP system, innovation diffusion and business performance in public enterprise. This study tried to suggest plans that can adapt and use critical impact factors on public enterprise performance though diffusion of ERP systems. This study suggests that introduction characteristics affect on vertical innovation diffusion and organizational performance, directly and indirectly.