Enterprise Resource Planning (ERP) Competence Constructs: Two-Stage Multi-Item Scale Development and Validation

By Jeff K. Stratman, Aleda V. Roth. Decision Sciences, 2002

460 citations recorded by the source corpus.

Subfields: Information Systems and Management, Management Information Systems

View Paper: https://www.semanticscholar.org/paper/1922648e56769f2df091d1b1b1800e7be11cdb40

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In Information Systems and Management

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Citations in the corpus

Critical factors for successful ERP implementation: Exploratory findings from four case studies (2005, background): “Second, the seven constructs and 24 variables covered by Kettinger et al. [7] in their framework incorporate all the critical success factors suggested in the ERP literature (Al-Mashari et al. 2003, [8] [9] [10] [11]).”
Firm Performance Effects in Relation to the Implementation and Use of Enterprise Resource Planning Systems (2004, background): “Although recent studies have emerged that promote theoretical arguments about the importance of implementation factors for ERP systems success (Bradford and Florin 2003; Nicolaou 2004; Stratman and Roth 2002 ) there is a dearth of empirical results that attest the validity of such arguments.”
The Roles of Worker Expertise, Information Sharing Quality, and Psychological Safety in Manufacturing Process Innovation: An Intellectual Capital Perspective (2011, methodology): “In the next stage of measurement re-ﬁnement, we carried out three rounds of item-sorting exercises (Moore and Benbasat 1991, Stratman and Roth 2002), in which we asked participants to assign each measurement item (statement) to the most appropriate construct deﬁnition provided.”
The impact of organization size on enterprise resource planning (ERP) implementations in the US manufacturing sector (2003, background): “Stratman and Roth [23] develop and operationalize eight organizational”
Generating brand awareness in Online Social Networks (2015, background): “Cronbach’s alpha is commonly expected to assess the reliability of a multi-item scale (Stratman & Roth, 2007).”
New measurement scales for evaluating perceptions of the technology‐mediated customer service experience (2004, methodology): “Anderson and Gerbing (1991) and Stratman and Roth (2002) demonstrated that performing a pre-test assessment was useful in culling out invalid measures (i.e. those unlikely to be supported in a confirmatory factor analysis).”
ERP implementation: a compilation and analysis of critical success factors (2007, methodology): “…business will operate after the package is in use ERP implementation 337 (Al-Mashari et al., 2003; Nah et al., 2001; Kraemmergaard and Rose, 2002; Siriginidi, 2000a, Bajwa et al., 2004; Bingi et al., 1999; Trimmer et al., 2002; Palaniswamy and Frank, 2002, 2000) with the overall objective of…”
Motives and Performance Outcomes of Sustainable Supply Chain Management Practices: A Multi-theoretical Perspective (2017, background): “Extant research suggests that the proportion of interjudge agreement must be over 65 % to be considered acceptable (Moore and Benbasat 1991; Stratman and Roth 2002).”
Effective strategies for internal outsourcing and offshoring of business services: An empirical investigation (2008, background): “These phenomena have been studied in relation to a variety of business situations such as strategic alliances (Inkpen and Dinur, 1998), mergers and acquisition (Zollo and Winter, 2001), manufacturing processes (Lapre´ et al., 2000; Carrillo and Gaimon, 2000), and more recently to the information tec”
The impact of enterprise systems on corporate performance: A study of ERP, SCM, and CRM system implementations (2007, background): “For example, Stratman and Roth (2002) investigate the development”
Enterprise Resource Planning (ERP): a review of the literature (2007, background): “Additional issues addressed by the articles include version upgrade/migration, managing dirty data, ERP usage by consulting firms, and political role of ERP system.”
The Performance Effects of Complementarities Between Information Systems, Marketing, Manufacturing, and Supply Chain Processes (2007, background): “Dynami-cally changing business needs require manufacturing and IS functions to continually evaluate IT’s support of business goals and develop new capabilities to support these goals (Stratman and Roth 2002, Segars et al. 1998).”