Enterprise resource planning: Implementation procedures and critical success factors

By E. Umble, Ronald R. Haft, M. Umble. European Journal of Operational Research, 2003

1,870 citations recorded by the source corpus.

Subfields: Management Information Systems

View Paper: https://www.semanticscholar.org/paper/a0d097db93c49aa8e0d56c5294fc04bfa36ceda4

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In Management Information Systems

Citations in the corpus

ERP implementation: a compilation and analysis of critical success factors (2007, background): “The post assessment will be difficult to complete, however, unless there had been established metrics (Ross and Vitale, 2000) or focused performance measures (Umble et al., 2003).”
Enterprise Information Systems as Objects and Carriers of Institutional Forces: The New Iron Cage? (2004, background): “In spite of the substantial investment and length of time needed to implement ERP systems, companies have generally proceeded to implement ERP without a rigorous financial case (Umble, Haft and Umble, 2003).”
Collaborative e-Government: impediments and benefits of information-sharing projects in the public sector (2007, background): “Additionally, mismatched data structures, incompatible database designs, and incongruous data and information distribution channels present problems in information-sharing initiatives (Barret & Greene, 2001; Ambite et al ., 2002; Umble et al ., 2003).”
Critical factors for successful ERP implementation: Exploratory findings from four case studies (2005, background): “Specifically, the articles in this stream include topics such as the implementation procedures [25] [26] [27] [28], critical success factors [29,8–10,30,11], pitfalls and complexities in ERP implementation [31] [32] [33], and successful strategies for effective ERP implementation [34,35,1,36–41].”
Fuzzy AHP-based decision support system for selecting ERP systems in textile industry by using balanced scorecard (2009, background): “However, there are a number of examples where organizations were not successful in reaping the potential benefits that motivated them to make large investments in ERP implementations (Davenport, 2000; Umble et al., 2003).”
The Impact of ERP Implementation on Business Process Outcomes: A Factor-Based Study (2007, methodology): “Boynton et al. [10]; Grover et al. [43]; Leonard-Barton [53]; Leonard-Barton and Deschamps [55]; Markus and Tanis [56]; Markus et al. [57]; Meyer and Goes [61]; Robbins and Duncan [73]; Umble et al. [ 96 ]”
Determinants of the Adoption of Enterprise Resource Planning within the Technology-Organization-Environment Framework: Taiwan's Communications Industry (2008, neutral): “Other factors, such as being mandated autocratically by top management without organizational readiness and proper change management [26], organizational resistance to change [15], the failure to achieve predetermined corporate goals and poor management of the implementation process [37, 42], as wel”
A framework of ERP systems implementation success in China: An empirical study (2005, methodology): “Wateridge (1998) points out that this implies that if projects do not meet time, budget, and specification they will be seen as failures, but projects can still be successful even if they have not met timescales and budget.”
An event-driven manufacturing information system architecture for Industry 4.0 (2017, background): “Information and communication architectures have been proposed in various areas in manufacturing research, for example, in planning (Umble, Haft, and Umble 2003), holonic manufacturing (Brussel et al. 1998), control (Dai et al. 2012; Babiceanu, Chen, and Sturges 2004; McFarlanea et al. 2003),…”
Examining the critical success factors in the adoption of enterprise resource planning (2008, methodology): “PMA1 Clear and defined project plan (goals, objectives, strategy, scope, schedule) [6,16,44, 54, 68,69, 80 ] [2,28,84] [3] [33] [24,53,54] [58,63] [1]”
e-Leadership through strategic alignment: an empirical study of small- and medium-sized enterprises in the digital age (2016, background): “As far as ERP implementation is concerned, leadership is consistently identi ﬁ ed as the main determinant of successful ERP implementation (Bingi et al. , 1999; Al-Mudimigh et al. , 2001; Umble et al., 2003).”