Enterprise Resource Planning Systems. Challenges of Enterprise Software Implementation

Research Paper (postgraduate), 2014

7 Pages



Challenges of Enterprise Software Implementations
Research Problem
Theoretical Issues
Research Questions
Difficulties and Pitfalls
Literature Review


Challenges of Enterprise Software Implementations

Research Problem

Johnston, S. (2002) and many other press as well as trade journals have so far documented ERP implementation successes while Sia, K. and Soh, C. (2002), Voordijik, H., Stegwee, R. and Helmus, R. (2005), Alshawi, S. and Themistocleous, M. (2004) and Kim, Y., Gosain, S. and Lee, Z. (2005) cover a lot on failures. However, there is very little account on the inherent causes. Poba-Nzaou, P., Fabi, B. and Raymond, L. (2008) for example, approximate the rate of failure of ERP implementations to be between 66% and 70% in Europe and North America as Huang, Z. and Palvia, P. (2001) reason that ERP implementation is in all likelihood to fail more in less developed countries based on the fact that role-based ERP technology encounters additional unique problems associated with cultural, economic, and infrastructural.

The trouble in implementing role-based ERP systems in industrialized nations may be worsened by the assertion that role-based ERP embodies proved ways of doing business thus requiring companies adopting role-based ERP systems to adjust their corporate processes to comply with business practices constitutional in role-based ERP packages. Venders contend that the implementation of such best practices lowers the cost of configuring the software and results in improving the company’s processes. Therefore, Gosain, S. (2004) says that companies and their stakeholders many times strain to implement such practices.

Procuring, implementing, and running role-based ERP systems easily run into up to hundreds of millions of dollars without even adding extra unbudgeted-for costs incurred during implementation. A strong corporate strategy guards to ensure that a business chooses, procures, and implements the best role-based ERP system according to unique business demands. The best strategies cover more than fiscal prospects to identify opportunities and enhance communicative interaction around the business’ strategic targets and objectives. Many businesses inadequately associate business needs and projected results to their role-based ERP system procurement and implementation. A good implementation plan can assist in establishing this connection and creating a solid basis for achieving role-based ERP system success.

Theoretical Issues

While role-based ERP system is a capital expenditure that is likened to several other huge investments, it is an impalpable feature that many times brings about confusion. Consequently, many companies implement role-based ERP systems before intelligibly, and credibly determining their problem. In order to defeat this problem, business concern has to be quantified as a “need to change.” In that case, specific areas such as sluggish accounting of fiscal or inventory data, and redundant or ineffective processes need to be effectively prioritized. Though the grounds for considering new role-based system may be unique to every business, it is invariably of import to realize and itemize the expected problems. These are referred to as organizational pains and they eventually determine the guideline for implementing role-based ERP system.

By going over works of literature on culture, and sketching brainstorms into substance attributes of culture and digging into the theoretical models for appreciating culture forms, this study will make a contribution role-based ERP practice by keying out organizational factors to focus on when initiating role-based ERP implementation and later culture modifications, i.e. how people, role-based ERP implementation and corporate changes are related.

The findings of this research may help managements to support role-based ERP systems in their companies in a better way. However, the process is not very straight because of such obstacles as limited scope of customization, difficulty in syncing current business processes with new role-based ERP systems, high cost of implementation, lack of constant technical support, and managerial rigidity in adopting new systems.

Research Questions

This study will attempt to answer among other questions, the following:

By answering the above questions, this study aspires to contribute towards the advancement of contextual and cultural valid role-based ERP implementation prototype. In the process of looking into the limitation of existing role-based ERP implementation frameworks while concentrating on contextual issues, this study purposes to enhance efficiency of these frameworks. By blending theory and empirical data from analyzing various organizations, this research will attempt to improve current frameworks by suggesting better procedures for increasing role-based ERP system implementation success rate.


This research study will apply the multi-paradigm approach. This approach involves blending of various methods to comprehensively cover the subject matter. Multi-paradigm approach has gained support from several scholars including Mingers, J. (2001) who asserts that studies benefit highly from this method in handling complex challenges by blending various methodologies to acquire maximum advantage of gains gotten from using procedures based upon substitute paradigms. Mingers, J. (2001) further argues that by using multi-paradigm approach (of methods from different paradigms), study results will be more comprehensive and reliable. This research will specifically use case studies and questionnaires.

Difficulties and Pitfalls

A chief limitation of this research is the lack of adequate coverage on general role-based ERP systems, let alone the implementation. However, there are several significances for role-based ERP systems across service-based companies since they are basically centered on getting a high level of client gratification by effectively interacting. The second limitation is the absence of precise analysis on pricing optimization and execution of role-based ERP systems implementation instead of just saying the process is “expensive”. This limitation makes this study to focus more on other problems facing companies in relation to role-based ERP implementation, and the end results (Johnston, S., 2002). In additional, it may not be easy to get contacts of several big companies’ representative that the researcher may be willing to study. Consequently, sampling frame may not be all-inclusive, and may not give a complete global picture of the problems faced during role-based ERP system implementation. Thence despite the researcher’s wish, there may not be enough resources to draw a comprehensive role-based ERP implementation picture of the US, Africa, Asia, and Europe at once. It could be necessary to interview IT managers in companies various industries, but it may not be possible because of time and monetary resources, and considering that this study will be carried out by a single researcher.


Excerpt out of 7 pages


Enterprise Resource Planning Systems. Challenges of Enterprise Software Implementation
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ISBN (eBook)
ISBN (Book)
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enterprise, resource, planning, systems, challenges, software, implementation
Quote paper
Mercy Njiru (Author), 2014, Enterprise Resource Planning Systems. Challenges of Enterprise Software Implementation, Munich, GRIN Verlag, https://www.grin.com/document/315034


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