Mission Critical: Realizing the Promise of Enterprise Systems
By T. Davenport. 2000
579 citations recorded by the source corpus.
View Paper: https://www.semanticscholar.org/paper/51de8ab0e281d376ad74b6cbcae5c9511a6f7b76
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Citations in the corpus
- Intangible benefits valuation in ERP projects (2002, background): “These are also the features that are listed as key attributes of ERP systems (Mullin, 1999; Davenport, 2000).”
- A Comprehensive Framework for Classifying the Benefits of ERP Systems (2000, background): “ERP system implementation costs are often reported to be five to ten times the cost of software licenses (Davenport, 2000).”
- ERP Investments and the Market Value of Firms: Toward an Understanding of Influential ERP Project Variables (2006, background): “Widely adopted by Fortune 1000 firms by the late 1990s (Davenport 2000), ERP packages were the first wave of a new kind of enterprise software that provides integrated modules for transaction processing support and real-time visibility to cross-functional business processes.”
- Shaping Agility through Digital Options: Reconceptualizing the Role of Information Technology in Contemporary Firms (2003, background): “For example, anecdotal evidence at some firms suggests that initial experiences with ERP investments and the development of process options led to decisions to switch to investments in other platform technologies or scaled-down versions of enterprise platforms (Davenport 2000).”
- Factors affecting ERP system adoption: A comparative analysis between SMEs and large companies (2005, background): “…project and change management issues or cultural and organizational un-readiness) are typical of the “critical success factors” stream of research (Davenport, 2000; Mandal and Gunasekaran, 2003; Motwani et al., 2002) and generally refer more to the success of the implementation than to the…”
- Success and failure factors of adopting SAP in ERP system implementation (2005, background): “The software and hardware costs are often easily quantifiable; however, the “human” cost is not ( Davenport, 2000”
- ERP software implementation: an integrative framework (2001, methodology): “The system must be tested to make sure that it works technically and the business process con fi gurations are practical (Computer Technology Research Corporation, 1999; Davenport, 2000).”
- An investigation of critical management issues in ERP implementation: emperical evidence from Canadian organizations (2003, background): “cesses has been stressed by several authors in the literature to be crucial for realizing the potential benefits of ERP (Henderson and Venkatraman, 1992; Davenport, 2000).”