• The Journal of Information Systems
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• v.17 no.4
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• pp.51-77
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• 2008

Empirical studies on the implementation of data warehousing systems(DWS) are few while there exist a number of researches on the implementation of IS. This article intends to examine the factors affecting the implementation success. of DWS. It adopts the empirical analysis of a sample of 112 responses from DWS practitioners. The study results suggest several implications for researchers and practitioners. When the support from top management becomes great, the implementation success of DWS in organizational aspects is more likely. The support of resources increases the implementation success of DWS in project aspects, while it is not significantly related to the implementation success of DWS in organizational aspects. The user involvement in systems implementation, however, affects the implementation success of DWS in organizational and project aspects. Prototyping for the DWS implementation positively affects the implementation success of DWS. This indicates that the extent of understanding the requirements and the communication among project members increases also the implementation success of DWS. The extent of consulting activities in DWS projects increases the implementation success of DWS in project aspects. The continuous support of consulting activities and technology transfers enhances the adherence to the project schedule, preventing the exceeding of the project budget and ensuring the implementation of the intended system functions.

• Journal of Information Technology Services
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• v.8 no.1
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• pp.73-97
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• 2009

The IT implementation literature suggests that various implementation factors play critical roles in the success of an information system; however, there is little empirical research about the implementation of data warehousing systems has unique characteristics that may impact the importance of factors that apply to it. In this study, a cross-sectional survey investigated a model of data warehousing success. Data warehousing managers and data suppliers from 51 organizations completed paired mail questionnaires on implementation factors and the success of the warehouse. The purpose of this study is to identify which factors have a positive impact on the successful implementation of DW among organizational implementation success, project implementation success, and technical implementation success which are selected as implementation factors of DW. To do so, this study comprehensively analyze the previous studies on the success factors of the information system and DW to develop the study model and set the hypothesized. Then, it verified the hypothesis via the empirical analysis after collecting the materials through the survey. Finally, the discussion of the study's results, offered the implications of the findings, and the conclusions of the findings followed.

• Proceedings of the Korea Society of Information Technology Applications Conference
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• 2007.05a
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• pp.234-245
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• 2007

The empirical studies on the implementation of data warehousing systems (DWS) are lacking while there exist a number of studies on the implementation of IS. This study intends to examine the factors affecting the implementation success of DWS. The study adopts the empirical analysis of the sample of 112 responses from DWS practitioners. The study results suggest several implications for researchers and practitioners. First, when the support from top management becomes great, the implementation success of DWS in organizational aspects is more likely. When the support from top management exists, users are more likely to be encouraged to use DWS, and organizational resistance to use DWS is well coped with increasing the possibility of implementation success of DWS. The support of resource increases the implementation success of DWS in project aspects while it is not significantly related to the implementation success of DWS in organizational aspects. The support of funds, human resources, and other efforts enhances the possibility of successful implementation of project; the project does not exceed the time and resource budgets and meet the functional requirements. The effect of resource support, however, is not significantly related to the organizational success. The user involvement in systems implementation affects the implementation success of DWS in organizational and project aspects. The success of DWS implementation is significantly related to the users' commitment to the project and the proactive involvement in the implementation tasks. users' task. The observation of the behaviors of competitors which possibly increases data quality does not affect the implementation success of DWS. This indicates that the quality of data such as data consistency and accuracy is not ensured through the understanding of the behaviors of competitors, and this does not affect the data integration and the successful implementation of DWS projects. The prototyping for the DWS implementation positively affects the implementation success of DWS. This indicates that the extent of understanding requirements and the communication among project members increases the implementation success of DWS. Developing the prototypes for DWS ensures the acquirement of accurate or integrated data, the flexible processing of data, and the adaptation into new organizational conditions. The extent of consulting activities in DWS projects increases the implementation success of DWS in project aspects. The continuous support for consulting activities and technology transfer enhances the adherence to the project schedule preventing the exceeding use of project budget and ensuring the implementation of intended system functions; this ultimately leads to the successful implementation of DWS projects. The research hypothesis that the capability of project teams affects the implementation success of DWS is rejected. The technical ability of team members and human relationship skills themselves do not affect the successful implementation of DWS projects. The quality of the system which provided data to DWS affects the implementation success of DWS in technical aspects. The standardization of data definition and the commitment to the technical standard increase the possibility of overcoming the technical problems of DWS. Further, the development technology of DWS affects the implementation success of DWS. The hardware, software, implementation methodology, and implementation tools contribute to effective integration and classification of data in various forms. In addition, the implementation success of DWS in organizational and project aspects increases the data quality and system quality of DWS while the implementation success of DWS in technical aspects does not affect the data quality and system quality of DWS. The data and systems quality increases the effective processing of individual tasks, and reduces the decision making times and efforts enhancing the perceived benefits of DWS.

• Asia pacific journal of information systems
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• v.11 no.1
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• pp.25-43
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• 2001

The evolution of EDI has opened the flexible and efficient way for business to conduct a greater portion of the routine buyer-seller business activities online. This study focuses on the role of factors that change the innovation characteristics for implementation success of EDI. Three factors promotional efforts, proactive implementation strategy, and provision of technical expertise are proposed to affect EDI implementation success, as these factors directly influence three general and most important attributes of innovation relative advantage, compatibility, and complexity respectively. Hypotheses indicate that promotional efforts, proactive implementation strategy, and provision of technical expertise directly affect EDI implementation success that is represented by three variables volume, depth, and diversity. A structural equation modeling approach(LISREL) is used to analyze data from EDI adopters. The results show that proactive implementation strategy and provision of technical expertise positively affect implementation success of EDI. Given the significant impact of the wide spread use of the EDI system, this study offers quite useful insights on the factors facilitating innovation characteristics under which EDI can be successfully diffused in organizations.

• Journal of the Korean Operations Research and Management Science Society
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• v.26 no.4
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• pp.1-21
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• 2001

The purpose of this stuffy is to derive critical success factors for ERP system implementation by integrating managerial, technical. human resource and organizational culture factors welch have been proposed as influencing factors for the performance of ERP system implementation in previous studios. Especially, this stuffy divides ERP system implementation process into preparation stave, implement stage and settle-down and stabilization stave, and then derives critical success factors in each stage. The data for empirical analysis of the research model are collected from 64 companies and the respondents for questionnaire consist of ERP system implementation project managers and user department managers in companies which have already operated it after ERP system installation. The main results of this study are as follows. First, it derives 27 success factors through comprehensive review of various factors which may affect ERP system implementation performance, and categorizes them into one of three stapes preparation stave, implement stage, and settle-down and stabilization stage. Second, the relationship between many success factors at each stave (preparation stave, implement stage, and settle-down and stabilization stave) and performance variables is tested. As a result, the significant correlations between many success factors at each stage and ERP system implementation performance are found, and the difference among success factors in the degree of influencing the system performance is significantly shown. finally, the relationship between process-oriented performance variables and result-oriented performance ones is tested. As a result, it is found that there is significant correlation between process-oriented performance variables except for one variable-project resource management appropriateness - and result-oriented performance ones. The theoretical contribution of this study is to derive a comprehensive model of critical success factors for implementing ERP system project from the system deve1opment life cycle perspective, and empirically test it through field survey with a wide range of data collection. And, the practical implication of this study is to present the desirable guidelines for performing ERP system implementation project successfully.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.10a
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• pp.463-466
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• 2004

This paper suggests the evaluation method of success factors of CRM implementation using AHP technique, and presents why firms implement CRM, how it could be successfully implemented, and what is the most important factor. For the purpose, this study applies the method to department stores' industry. AHP structure consists of three steps to determine CRM's key success factors. First of all, strengthening loyalty of customers, improvement of service quality, upgrade of intelligence system and advancement of management process are selected as superordinate object (i.e. CRM-implementation goal). The next project factor, technology/data factor and organizational factor were decided as success factor of CRM-implementation. Subordinate criteria of project factor consist of 11 criteria. The experimental results of this study show that department stores think advancement of management process and improvement of service quality as most important purposes for CRM implementation. The results also indicate that among the subordinate success factors, accuracy of customer information, conversion to customer-oriented business model, practical use of experienced consultant, and establishing IT infrastructure for CRM are evaluated as most important success factors for CRM implementation.

• Journal of Information Technology Services
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• v.4 no.2
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• pp.1-22
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• 2005

The object of this study is to elicit major success factors along with the phases of implementing the BPR in case of public corporations. To obtain the goal of this research, (1) this study reviews and integrates the major previous BPR studies and shows critical success factors of implementing BPR projects coincided with the characteristics of the public organizations. (2) This study has analyzed and arranged the details of BPR projects of public corporations in South Korea through the literature survey, the questionnaire and the interview. (3) This study classifies 40 critical success factors which were identified in existing studies into ones belonging to 3 phases of BPR projects implementation: Introduction Phase, Execution Phase and Stabilization Phase. (4) This study has tested the relation between critical success factors on each stage of BPR projects implementation and the performance variables. It has proven that there is the statistically significant correlation between the success factors and the performance. The findings of this study are thought not only to be useful as a practical guideline in carrying out BPR project Implementation but also to provide significant basis for constructing the theoretical framework of effective BPR project implementation strategy.

• 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.

• Journal of the Korean Operations Research and Management Science Society
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• v.29 no.1
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• pp.1-16
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• 2004

Critical success factors (CSFs) have been replicated and applied in a wide variety of settings for more than two decades. Most previous research on CSF have focused on identifying critical factors, based on the variance theory, in terms of the correlation between individual factor and Information system (IS) success. However, it is unknown how a set of critical factors Influence each other and lead to IS success, which means the process of IS implementation. in this research, we aim to understand how a set of critical factors influence each other and lead to IS success in the context of IS implementation for Customer Relationship Management based on the process theory. This research has implications In explaining a mechanism leading to CRM systems success based on the influencial relationships among the critical factors.

• Asia pacific journal of information systems
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• v.11 no.2
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• pp.205-221
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• 2001

The previous BPR success factor research assumes that a success factor is responsible for both the success and failure of the BPR implementation. This paper proposes that a BPR success factor is not necessarily a failure factor, i.e., success and failure of BPR implementation are two distinct phenomena that possess different sets of causal factors. The paper also proposes that the factors are different in terms of the degree and type of influence they exert on the BPR implementation. An empirical research was conducted to validate the propositions. The research results indicate that the BPR success and failure have different causal factor sets, and that the factor influence manifests in different realms and domains. The implications of the research are discussed at the end.