Nah et al. (2001) distributed eleven CSFs among four phases of Markus and Tanis’ model (2000).
Similarly, Loh and Koh (2004) identified ten critical success factors and assigned them to Markus and Tanis’ (2000) 4-phase model. Those studies’ results showed that specific critical success factors were critical at particular phase of ERP implementation.
Markus and Tanis’ model was also used by Wong et al. (2005) to investigate the factors of failure rather than success. This is a reverse approach to the study of ERP implementation determinant factors. They identified three most evident failure factors which are: poor project management, poor quality of BPR and consultants’ poor engagement.
Recent empirical studies include Jayaraman and Bhatti …show more content…
Only empirically tested factors could prove to be valid according to them. They argue for the objectiveness of defining process of CSFs as such and studied 12-years (1998-2010) ERP-related publications to identify “true” CSFs. The authors found that out of 236 CSFs-related studies only 69 papers tested the empirical evidence of CSFs direct effect on ERP deployment success.
My primary focus is made on the cultural and national dimension as it is more relevant to the current study.
Not many studies have been conducted in developing countries; however, given the emerging status of ERP in them, it might be of even greater interest in such countries. Even less few researchers addressed ERP-related domain through the lens of the national culture models.
Kamhawi (2007) conducted an extensive review to the literature and listed ten critical success factors which could be more influential in a developing country. He especially indicated difficulties ERP system vendors associate with modifying standard packages due to technical complexity of customization and updates maintenance. However in my opinion for developing countries certain customization is a must to meet local …show more content…
In their opinion, the notion of “best practice” envisaged by most ERP systems seems to be problematic. This is grounded on the fact that different organizations operating in different industries vary greatly. Thus there is little of homogeneity across business models and even less among organizational cultures. On the other hand, ERP lead to the proliferation of standardized business process based on the alleged “best practices” (usually Western-based approaches). Not only did they find that cultural forces shape technology but also how this technology in its turn influences organizational cultures, which is reproduced by means of daily actions and
Similarly, Loh and Koh (2004) identified ten critical success factors and assigned them to Markus and Tanis’ (2000) 4-phase model. Those studies’ results showed that specific critical success factors were critical at particular phase of ERP implementation.
Markus and Tanis’ model was also used by Wong et al. (2005) to investigate the factors of failure rather than success. This is a reverse approach to the study of ERP implementation determinant factors. They identified three most evident failure factors which are: poor project management, poor quality of BPR and consultants’ poor engagement.
Recent empirical studies include Jayaraman and Bhatti …show more content…
Only empirically tested factors could prove to be valid according to them. They argue for the objectiveness of defining process of CSFs as such and studied 12-years (1998-2010) ERP-related publications to identify “true” CSFs. The authors found that out of 236 CSFs-related studies only 69 papers tested the empirical evidence of CSFs direct effect on ERP deployment success.
My primary focus is made on the cultural and national dimension as it is more relevant to the current study.
Not many studies have been conducted in developing countries; however, given the emerging status of ERP in them, it might be of even greater interest in such countries. Even less few researchers addressed ERP-related domain through the lens of the national culture models.
Kamhawi (2007) conducted an extensive review to the literature and listed ten critical success factors which could be more influential in a developing country. He especially indicated difficulties ERP system vendors associate with modifying standard packages due to technical complexity of customization and updates maintenance. However in my opinion for developing countries certain customization is a must to meet local …show more content…
In their opinion, the notion of “best practice” envisaged by most ERP systems seems to be problematic. This is grounded on the fact that different organizations operating in different industries vary greatly. Thus there is little of homogeneity across business models and even less among organizational cultures. On the other hand, ERP lead to the proliferation of standardized business process based on the alleged “best practices” (usually Western-based approaches). Not only did they find that cultural forces shape technology but also how this technology in its turn influences organizational cultures, which is reproduced by means of daily actions and