Implementing an Enterprise Resource Planning (ERP) system demands a significant amount of effort from different areas in the company and also entails a profound change in the way that people perform their jobs as well as the company’s organizational structure. ERP is defined by Turban (1) as “a process of planning and managing all resources and their use in the entire enterprise. ERP systems ar...

The need for providing ERP knowledge by teaching the concepts of ERP systems in university courses and, above all, the possibilities of using these systems themselves in courses are frequently discussed in literature. There are many ERP systems with different technologies and philosophies available on the market. Here, the universities face the challenge of choosing the “right” number of ERP sy...

The aim of this paper is to propose an ERP implementation framework based on key success factors (KSFs). It will contain stages of ERP implementation which includes some factors as activities that influenced ERP implementation success. The framework that has been produced is a conceptual framework based on literature review and case study of previous research. The framework divides into two dim...

ERP implementation, as a change initiative, is a challenge facing any organization and requires strong support from top management and users. However, internal support is inadequate to overcome client deficiencies in the resources and abilities essential to ERP implementation, implying that the assistance of outside experts is inevitable. This study presents a conceptual framework to investigat...

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The Implementation of Enterprise Resource Planning (ERP) systems require huge investments while ineffective implementations of such projects are commonly observed. A considerable number of these projects have been reported to fail or take longer than it was initially planned, while previous studies show that the aim of rapid implementation of such projects has not been successful and the failur...

This paper, although bibliographical in nature, stresses the importance of researching ERP from the perspective of the ERP community, defined here as a triadic group composed of (1) an ERP vendor, (2) an ERP consultant and (3) an implementing organisation; and focuses on understanding the relationships and inter-dependencies that exist between these actors. In this novel perspective, the second...

In this paper, we seek to investigate Ke and Wei’s (2008) propositions that ERP implementation success is positively related with top management leadership and organisational culture. This is accomplished by analysing the implementation of the ERP systems at a company, HealthSouth Corporation, longitudinally during two periods (1997 to 2003 and 2004 to 2007). During 1997 to 2003, leadership and...

Article history: Received 30 January 2007 Received in revised form 4 June 2008 Accepted 19 June 2008 Available online 1 July 2008 Improving the performance of ERP systems remains an important issue. This study examines ERP performance at the post-implementation stage, particularly from the perspective of managerial intervention. Specifically, we proposed that both customization and organization...