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The purpose of this paper is to identify and examine the concerns of administrative and clerical employees towards a web‐based business system and associated training which were not identified either before or during an enterprise resource planning (ERP) implementation. Post‐implementation analyses revealed that while an implementation can be deemed a success immediately following go‐live dates, long‐term planning is essential to maintain change management continuity for administrators and employees.

The stages of concern component of the concerns‐based adoption model offered a method of analysis of the Dallas, Texas, Independent School District's employees to identify the perceptions and levels of acceptance of the users in regards to the implementation of an ERP system in a public school district.

The findings for the research questions assisted in interpreting and categorizing the responses to the open‐ended portion of the stages of concern questionnaire; and providing recommended guidelines for future ERP implementations in similar environments.

The paper shows how leaders in an organization must understand the employees' perceptions of the changes taking place in an ERP implementation and post‐implementation. Based on the findings, a summary, conclusion, and recommendations for further research are provided to assist K‐12 districts in planning for ERP implementations.

The significance of this study encompasses the impact of the integration of new technology with various associated people, processes, and systems. Understanding the impact of such potentially significant change by measuring a user community's overall perception and level of acceptance is a key component in providing guidance for future implementations in similar organizational and institutional environments.

The purpose of this study is to investigate the post–enterprise resource planning (ERP) issues and challenges in the context of Saudi Arabia. There is a lack of research in the context of developing countries regarding post-ERP implementation issues and challenges. The high failure rate of the ERP system is a reflection of many management issues that occurred at different phases of ERP implementation. Previous research indicated that even after a successful implementation, the ERP system was unable to sustain itself in the organizations.

An exploratory case study design was adopted to proceed with this research process at two organizations in Saudi Arabia. The interviews of the top and middle management are conducted and transcribed. These case studies were further analyzed using the Creswell approach to generate several themes, and descriptions provided a deeper understanding of the post ERP implementation issues and challenges.

Research findings show that for successful ERP implementation, identified factors are top management support, integration, strategy, employee resistance, BPR, change management, vendor selection, team formation and culture. Moreover, factors for the post-ERP implementation that led to sustainability are top management support, training, system adoption, system testing, data migration, cost overrun, employee retention and post-implementation support.

This study is unique in its type to examine the issues and challenges organizations face after deploying ERP initiatives. This research's findings were useful and supportive for the senior management interested in successfully sustaining such an initiative in the organization.

Despite the wide recognition of enterprise resource planning’s (ERP’s) multiple uses, little research has examined the internal forces that influence success after ERP implementation in the service industry. This study aims to identify the factors influencing post-implementation ERP capabilities (PERPC) and improving post-implementation sustainability and user satisfaction (PERPSUS). Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) are used for this, with advance managed outsourced solutions (AMOS) and an entanglement view of all firm ERP users.

A theoretical model is created to explain internal organizational factors impacting post-implementation ERP sustainability and user satisfaction. Data were collected from 152 executive ERP users in two organizations in the UAE. Two CFA models were created.

The results show that adoption by internal organizational forces leads to more sustainable post-implementation ERP. A 69 per cent variance in user satisfaction and post-implementation ERP sustainability was found through a PERPC model and its dimensions, which are significantly highly correlated.

ERP professionals and stakeholders believe that identification of ERP capabilities (ERPCs) and user satisfaction must be multi-dimensional.

CIOs and ERP professionals could use these results to increase the success of ERP in the service industry, and they can support the inclusion of post-implementation ERP practices.

Using AMOS, this paper explores the role of ERPCs in system sustainability and user satisfaction in the service sector, utilizing stakeholder perspectives and an entanglement view of ERP users in the service industry.

Enterprise resource planning (ERP) systems are complex and comprehensive software designed to integrate business processes and functions. Despite the difficulties and risk, the adoption of ERP systems is expanding rapidly. Universities make large investments in information systems and expect positive impacts. However, universities are facing serious challenges in implementing new technology. Therefore, this research aims to evaluate the impact of ERP systems on higher education (HE) from the perspective of stakeholders’ performance.

This research paper conducted a case study of an ERP system in a Saudi university to explore the impact of ERP system on the performance of the system’s stakeholders among the university’s employees.

The system quality factors (flexibility, compatibility, availability of right data, availability of currency, ease of use and timeliness) were found to affect performance positively, as were service quality factors (tangibility, reliability, responsiveness and assurance). This research further found that factors from pre-implementation, implementation and post-implementation phases had a direct effect on stakeholders’ performance.

Future research would be useful during the maturity phase to include all stakeholders in several Saudi universities. In addition, more research can be beneficial to test the applicability of the impact of the ERP system on stakeholders’ performance in other public sector organisations and in the private sector.

The results suggest that organisations in general and HE institutions in particular should focus on the early stages and the implementation phase if they wish to achieve high standards of stakeholder performance.

This research makes a novel contribution by attempting to evaluate the impact of service quality on stakeholder performance in the ERP environment. The contribution uses service quality as a dimension consisting of four factors – reliability, assurance, tangibility and responsiveness. All four factors were found to be significant on ERP stakeholders’ performance.

The purpose of this paper is to investigate the large case of enterprise resource planning (ERP) system implementation in Latin America, performed between 2011 and 2015 in a Brazilian, multinational, publicly traded company. Using the organizational change literature as background, this research analyzes the barriers and factors of success by comparing the perspectives of ERP implementers and end-users, identifying success factors and barriers of this project. A conceptual framework is developed.

The case study method was used to conduct an in-depth analysis of the interviews that captured the complexity of this process. The change management project team had exactly 11 implementers, of whom ten were interviewed, and 45 end-users, of whom 20 were interviewed.

The results suggest that end-users and implementers have opposite perceptions regarding the role of previous experience, organizational processes, capacity for change, leadership behavior, and the interaction of business units. In general, implementers presented a more critical perception of the change processes. Conversely, implementers and end-users agreed that business needs and cultural values facilitated the ERP implementation, whereas organizational structure and geographic dispersion constrain it.

This research could have analyzed the results by region or by production line.

The major contribution of this research is to offer a conceptual framework to analyze different views about the same project. This study deepens the understanding of ERP implementations by adding studies from other countries and different cultures. For practitioners, this case study aims to offer the experiences and perceptions that implementers and end-users had about the largest ERP implementation system in Latin America.

Enterprise resource planning (ERP) implementation brings with it a set of challenges. In order to gain a better understanding of these and they can be mitigated during the implementation process, the purpose of this paper is to use Esteves and Bohórquez (2007) classification based on ERP lifecycle framework, and content analysis to review the literature on ERP implementation in a structured format with a focus on larger enterprises, and provide a platform for practitioners to plan implementation with minimum possibility of failure.

Esteves and Bohórquez (2007) classification based on the ERP lifecycle framework is used to develop and present a comprehensive structured review of the literature on ERP system implementation in large enterprises (LEs), with a particular focus on pre-implementation, implementation, and post-implementation.

Drawing from the literature, organisations can plan implementation based on the findings and strategies presented in the study. This can lead to a better understanding of implementation with minimal probability of failure. The authors find that top management support, good project management teams, and good communications are the top three most important critical successful factors during implementation. The authors also identify critical gaps in current research. Existing research focusses predominantly on the implementation phase, but research on pre- and post-implementation is lacking, and that no industry standard implementation methodology has been developed.

This review primarily focusses on the literature in the area of ERP implementation. ERP implementation planning involves access to effective implementation strategies. Despite the literature identifying a myriad of different ERP implementation models, no standard industry ERP implementation model has been developed. The findings for ERP implementation are repetitive, inconsistent, and lack empirical research, rendering these two of the most critical areas for future research, and collaboration between ERP practitioners, system developers, and researchers. Researchers, in turn, need to become more innovative in terms of their research techniques when examining ERP implementation.

This paper provides guidance to researchers and practitioners with an insight into published research work and their findings. It provides a better understanding of ERP implementation, which can be applied towards overcoming operational difficulties during the implementation process.

This study is innovated in its use of Esteves and Bohórquez (2007) classification based on the ERP lifecycle framework, and content analysis to present a comprehensive structured literature review of the ERP implementation literature with a specific focus on pre-implementation, implementation, and post-implementation in LEs between the period 1989 and 2014. The technique and time period used in this study differs from those of other studies on ERP implementation. The paper brings together theoretical and practical developments on ERP implementation under a single source, which should aid practitioners, researchers and ERP developers with future research and decision making.

This study aims to understand how public sector organizations can successfully implement organizational information systems (IS). It identifies the factors that contribute to the success of organizational IS implementation in public universities.

Both qualitative and quantitative research methods are used. The proposed research model is based on previous studies and primary qualitative research, including in-depth interviews, telephone surveys and mail surveys using semi-structured questionnaires to identify the determinants and measures of implementation success. Based on the first mail survey’s results, quantitative research is conducted to test the research hypotheses. The data are gathered from university personnel at 40 public universities, and the study focuses on the implementation of student registration systems.

The results suggest that successful implementation of organizational IS includes the decisions of both those in authority and users. The external and internal organization and individual user factors have direct relationships with the measure of implementation success, which suggests significant differences between authorities and users.

The analysis is based on the viewpoint of public university personnel; however, the findings suggest the need for further research on other public organizational IS as well as other public service operations.

The study clearly suggests a set of factors to guide public universities in successfully implementing organizational IS for local conditions of a developing country.

The study contributes to the understanding of effective IS implementation in public universities in a developing country.

Most small- and medium-sized enterprises (SMEs) use some business management software to manage their daily operations. Ultimately they consider transitioning to an enterprise resources planning (ERP) system. However, implementing ERP system successfully is costly and complex, and often shows high disappointment rates or even abandonment due to need of fit with the business or social culture. In Jordan, large businesses have been using the ERP system for a long time, but SMEs usage of the system is relatively new. The purpose of this paper is to study the effect of ERP implementation success antecedents which consists of training, supportive leadership and ease of use on ERP implementation success itself through a mediating effect of user satisfaction.

Empirical data were collected using a survey questionnaire which was distributed to ERP users in Jordanian healthcare organizations. A total of 175 responses were collected and analyzed using structure equation modeling.

A significant relationship was found between these antecedents and ERP implementation success. Furthermore, user satisfaction plays a significant mediating role between ease of use and ERP implementation success.

The outcomes of this study are useful to ERP users as they would be able to strategize future ERP system implementation in different sectors such as education, manufacturing and insurance industry. Finally, the findings may be useful to ERP system adopters in different developing countries.

This is one of the first studies which adequately covers the relationships between antecedents of user satisfaction and ERP implementation success which consists of training, supportive leadership and ease of use on ERP implementation success itself through a mediating effect of user satisfaction.

This study aims to explain the implementation of Cloud enterprise resource planning (ERP) system and underlying factors and challenges that might be practiced by the users. It also provides a comparison between traditional and Cloud ERP systems.

The study uses qualitative case study and analyzes the primary evidences from in-depth interviews. It conducts a thematic analysis of the interviews' findings. Furthermore, the current study uses three groups of factors (technological, management and environmental) that are expected to be best determinants of the Cloud ERP implementation.

The findings provide an evidence that using the Cloud EPR system, as alternative to on premise traditional ERP system, is constructive to the success of organizations and improve the quality of their decision-making process. The findings also reveal that effectiveness of implementing Cloud ERP is reliable on the provider's professionalism; hence resulting in issues related to minimize organizational independence.

This paper is subjected to case studies limitations, as it lacks rigor and generalization. The paper has important implications for practitioners and decision-makers alike as it presents real-life example about Cloud ERP implementation. It thus enhances decision-makers' ability to make a relevant reporting process in the small and medium enterprises (SMEs).

This study can be considered as a one of very few case studies that discusses Cloud ERP implementation in UAE organizations particularly SMEs. It also provides three groups of factors (technological, management and environmental) that are influenced by the Cloud ERP implementation.

This study assesses performance measurement (PM) system implementation efforts across various organizational contexts and investigates which factors are critical to achieving implementation success (IS).

An empirical field study was conducted to refine a framework of PM system IS that consists of 5 dimensions of success and 29 factors. A survey questionnaire was used to investigate actual organizational practice and exploratory factor analysis was conducted to refine constructs corresponding to potential factors and dimensions of IS. The resulting variables were then investigated using multiple regression analysis to identify critical success factors for implementing PM systems.

The survey was completed by representatives from 124 organizations and the exploratory factor analysis results indicated that there are three underlying dimensions of IS (i.e. Use of the System, PM System Performance, and Improved Results and Processes) and 12 factors. Of the factors, nine can be considered critical success factors having a significant relationship with at least one dimension of IS: Leader Support, Design and Implementation Approach, Reward System Alignment, Organizational Acceptance, Organizational Culture and Climate, Easy to Define Environment, IT Infrastructure Capabilities, PM System Design Quality, and PM Participation and Training.

The results show that there are distinct dimensions of IS and, although some factors are associated with all dimensions, most are more closely related to only one dimension. This suggests that different strategies should be utilized based on the types of challenges experienced during implementation.