However challenging it may be in carrying out this research, its findings are expected to give a contribution towards role-based ERP system implementation practice. This study’s findings are expected to be significant to various interested parties, for example vendors may understand price- and design-based problems facing target customers and simplify applications to assist companies to implement role-based ERP systems with ease. On the other hand, people or companies implementing role-based ERP systems can also realize the internal and extraneous needs and get prepared effectively.
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.
Table of Contents
1. Challenges of Enterprise Software Implementations
2. Research Problem
3. Theoretical Issues
4. Research Questions
5. Methodology
6. Difficulties and Pitfalls
7. Literature Review
8. Benefits
Research Objectives and Themes
This study aims to identify the inherent causes of failure in role-based ERP implementations and to develop a more efficient framework by analyzing organizational factors, cultural influences, and current implementation practices.
- Analysis of failure rates and causes in ERP implementations.
- The impact of organizational culture and business process alignment.
- Strategic challenges in the procurement and implementation of ERP systems.
- Utilization of a multi-paradigm research approach for comprehensive insights.
- Development of improved procedures to increase project success rates.
Excerpt from the Book
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.
Summary of Chapters
Challenges of Enterprise Software Implementations: This chapter introduces the high failure rates associated with ERP systems and highlights the lack of research into the inherent causes behind these failures.
Research Problem: This section explores the economic and operational difficulties companies face when attempting to align their internal processes with the "best practices" embedded in role-based ERP software.
Theoretical Issues: This chapter discusses the necessity of quantifying business concerns as a "need to change" and outlines how organizational culture impacts system implementation.
Research Questions: This section defines the core inquiries of the study, specifically focusing on identifying implementation problems and evaluating the effectiveness of ERP systems in decision-making.
Methodology: This chapter outlines the application of a multi-paradigm approach, utilizing case studies and questionnaires to gain comprehensive research data.
Difficulties and Pitfalls: This section acknowledges the limitations of the research, including the challenges of sampling representative companies and the lack of comprehensive global data.
Literature Review: This chapter synthesizes existing academic perspectives on the barriers to ERP success, citing technological, financial, and organizational change factors.
Benefits: This final section details the expected contributions of the research, emphasizing how the findings will serve as a practical guideline for stakeholders and managers.
Keywords
Role-based ERP, Enterprise Resource Planning, Implementation failure, Business process, Organizational change, Case study, Multi-paradigm approach, Best practices, System procurement, Corporate strategy, Stakeholders, Software implementation, Cultural factors, IT management, System configuration.
Frequently Asked Questions
What is the core focus of this research?
The research focuses on the challenges and high failure rates associated with the implementation of role-based ERP systems within various organizations.
What are the primary themes discussed?
The work covers themes such as ERP failure causes, organizational culture, business process alignment, implementation costs, and strategic software procurement.
What is the central research question?
The study aims to identify the general problems encountered during implementation and assess if role-based ERP systems effectively deliver the right information to improve organizational decision-making.
Which scientific methodology is employed?
The researcher uses a multi-paradigm approach, which integrates different methodologies, specifically utilizing case studies and questionnaires to ensure reliable and comprehensive results.
What topics are addressed in the main body?
The main body examines existing literature on ERP failure, the theoretical models of organizational culture, and the practical difficulties of syncing new software with existing corporate processes.
Which keywords define this work?
The key terms include Role-based ERP, implementation failure, organizational change, multi-paradigm approach, and best practices.
Why is organizational culture considered a significant barrier to implementation?
The author argues that role-based ERP systems require companies to adopt predefined "best practices," which often leads to managerial rigidity and difficulty in reconciling new system requirements with established local corporate processes.
How does the author propose to improve ERP success rates?
The author proposes blending theory with empirical data to develop a more robust implementation framework that helps managers better understand and prepare for the specific organizational pains associated with such deployments.
What is a notable limitation mentioned regarding the research data?
The author notes that obtaining contacts for large companies is difficult, resulting in a sampling frame that may not be all-inclusive or representative of a global picture across all industries and regions.
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- Mercy Njiru (Autor:in), 2014, Enterprise Resource Planning Systems. Challenges of Enterprise Software Implementation, München, GRIN Verlag, https://www.grin.com/document/315034
