The Implementation Imperatives and Critical Success Factors of Enterprise Systems: a Literature Review
The Implementation Imperatives and Critical Success Factors of Enterprise Systems: A Literature Review
Yu-Ting Chen
School of Information Studies,
Syracuse University, New York, USA
Table of contents
Abstract………………………………………………………………………………..1
Introduction……………………………………………………………………………1
Influence of Enterprise Systems……………………………………………….......….3
Implementation Criteria……………………………………………………………...10
Conclusion……………………………………………………………………………17
Bibliography……………………………………………………………………….…18
Appendix……………………………………………………………………………..19
Abstract
This paper summarizes the present literature putting emphasis on the benefits and limitations which an organization may face when implementing enterprise systems, as well as critical success factors that are considered critical to the success of enterprise systems implementation. An analysis and synthesis of present research and a comparison of the differences and consistencies among them will be provided.
Introduction
Ever since the appearance of enterprise systems (ESs) for businesses in the 1990s, the research of this promising, highly-integrating software package for business solutions has never stopped. The first objective of implementation of ESs are focused on large organizations, e.g. companies of Fortune 500, as small and medium enterprises (SME) are considered to inappropriate for lack of resources to introduce the systems. Yet with the saturation in the market almost every one of those large enterprises was equipped with ES, the target began to change to SME, as a result the corresponding research started to develop.
The design of ES is aimed to support, manage and integrate all the resources, activities, and information flows of organizations. By eliminating redundancy and constructing uniformity across all the functional areas, ES gives organizations a vision of improving efficiency and reducing costs simultaneously. The definition of an enterprise system by Piccoli is “a modular, integrated software
Yu-Ting Chen
School of Information Studies,
Syracuse University, New York, USA
Table of contents
Abstract………………………………………………………………………………..1
Introduction……………………………………………………………………………1
Influence of Enterprise Systems……………………………………………….......….3
Implementation Criteria……………………………………………………………...10
Conclusion……………………………………………………………………………17
Bibliography……………………………………………………………………….…18
Appendix……………………………………………………………………………..19
Abstract
This paper summarizes the present literature putting emphasis on the benefits and limitations which an organization may face when implementing enterprise systems, as well as critical success factors that are considered critical to the success of enterprise systems implementation. An analysis and synthesis of present research and a comparison of the differences and consistencies among them will be provided.
Introduction
Ever since the appearance of enterprise systems (ESs) for businesses in the 1990s, the research of this promising, highly-integrating software package for business solutions has never stopped. The first objective of implementation of ESs are focused on large organizations, e.g. companies of Fortune 500, as small and medium enterprises (SME) are considered to inappropriate for lack of resources to introduce the systems. Yet with the saturation in the market almost every one of those large enterprises was equipped with ES, the target began to change to SME, as a result the corresponding research started to develop.
The design of ES is aimed to support, manage and integrate all the resources, activities, and information flows of organizations. By eliminating redundancy and constructing uniformity across all the functional areas, ES gives organizations a vision of improving efficiency and reducing costs simultaneously. The definition of an enterprise system by Piccoli is “a modular, integrated software
Bibliography: Piccoli, G. (2008). Information Systems for Managers-Text & Cases. John Wiley & Sons, Inc. ISBN 978-0470-08703-9 Davenport, T.H Leon, A. (2007). Enterprise Resource Planning. Tata McGraw-Hill. ISBN 9780070656802 Remenyi, D., Money, A Holland, C. R., & Light, B. (1999). A critical success factors model for ERP implementation. Software, IEEE, 16(3), 30-36. Murphy, K Rockart, J. F. (1979). Chief executives define their own data needs. Harvard Business Review, 57(2), 81-93. Shang, S., & Seddon, P Umble, E. J., Haft, R. R., & Umble, M. M. (2003). Enterprise resource planning: Implementation procedures and critical success factors. European Journal of Operational Research, 146(2), 241-257. doi: 10.1016/S0377-2217(02)00547-7 Williams, S Robbins-Giola LLC (2002). ERP Surveys Results Point to Need for Higher Implementation Success. Press Release Daniel, D.R Nah, F.F.H., Lau, J.L.S & Kuang, J. (2001). Critical factors for successful implementation of enterprise systems. Business Process Management Journal. 7(3), 285-296. doi: 10.1108/14637150110392782 Kim, Y., Lee, Z Kotter, J.P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review. 59-67 Strong, D.M [ 2 ]. Davenport, T.H. (1998). Putting the Enterprise into the Enterprise System. Harvard Business Review, pg. 122 [ 3 ] [ 4 ]. Daniel, D.R. (1961). Management Information Crisis. Harvard Business Review. Vol.39, Issue 5, 111-121 [ 5 ] [ 7 ]. Piccoli, G. (2008), Information Systems for Managers-Text & Cases, John Wiley & Sons, Inc., 204