Enterprise resource planning: the role of the CIO and it function in ERP

By Leslie P. Willcocks, R. Sykes. CACM, 2000

370 citations recorded by the source corpus.

Subfields: Management Information Systems

View Paper: https://www.semanticscholar.org/paper/a9cfd62b85cfb1bb67f0f8b4d1f7784f22311ad3

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In Management Information Systems

Citations in the corpus

An extension of the technology acceptance model in an ERP implementation environment (2004, background): “…implementation success include top management support [14,24,76]; a strong business justiﬁcation for the project [47]; training of employees [6,65]; project communication; properly deﬁned roles for all employees including chief information ofﬁcers and functional managers [77]; user involvement [8].”
Implementation Team Responsiveness and User Evaluation of Customer Relationship Management: A Quasi-Experimental Design Study of Social Exchange Theory (2002, background): “The initial decision to implement an ERP module is typically a top level strategic one [18] that is geared toward gaining strategic benefits by integrating business processes across organizational units [11, 18], receiving a high return on investment (ROI) from these systems [19], reshaping work act”
ERP implementation: a compilation and analysis of critical success factors (2007, background): “This might be accomplished through education about the benefits and need for an ERP system (Somers and Nelson, 2001, 2004, Siriginidi, 2000a, b; Aladwani, 2001; Bajwa et al., 2004; Motwani et al., 2002; Mandal and Gunasekaran, 2003).”
Vicious and virtuous cycles in ERP implementation: a case study of interrelations between critical success factors (2002, background): “www.palgrave-journals.com/ejis Vicious and virtuous cycles in ERP implementation: a case study of interrelations between critical success factors”
e-Leadership through strategic alignment: an empirical study of small- and medium-sized enterprises in the digital age (2016, background): “Willcocks and Sykes (2000) have identi ﬁ ed IT leadership as one of the most important in-house IT capabilities.”
A model of ERP project implementation (2000, background): “Comprehensive implementations are inherently large and complex and IT projects with these characteristics are high risk with a signi(cid:142) cant probability of failure (Willcocks and Sykes, 2000).”