The ERP Revolution: Surviving vs. Thriving

By J. Ross, M. Vitale. Inf. Syst. Frontiers, 2000

592 citations recorded by the source corpus.

Subfields: Management Information Systems

View Paper: https://www.semanticscholar.org/paper/acc47c4375eaaa12d37b14d77c2f2ccb116afa44

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In Management Information Systems

Citations in the corpus

Computing (2021, background): “In fact, many researchers are interested in what drives those aesthetic judgments, and they accomplish this by evaluating emo tional responses.”
A Multi-Project Model of Key Factors Affecting Organizational Benefits from Enterprise Systems (2010, methodology): “The benefits-versustime graph for individual projects on the right of Figure 1 is based on Ross and Vitale (2000), Gattiker and Goodhue (2005, Figure 4, p. 576), and Cotteleer and Bendoly (2006).”
Enterprise resource planning systems, management control and the quest for integration (2005, background): “One strand of literature on ERP says that firms implementing ERP systems (have to) go through a learning curve and then benefit from their investment (e.g. Ross & Vitale, 2000).”
Risk management in ERP project introduction: Review of the literature (2007, methodology): “Researchers have described ERP life cycle using different models according to the target application, some with a few general stages, like the three of Deloitte Consulting’s [42], while others are more analytic having five or more phases, such as Ross and Vitale’s or Rajagopal models [112,117].”
Firm Performance Effects in Relation to the Implementation and Use of Enterprise Resource Planning Systems (2004, background): “Such factors may include the choice of the ERP vendor, the scope of implementation and extent of business process change, anticipated benefits and justification of ERP implementation based on business rather than technical motives, and, last, change management during the implementation process (Murr”
The Impact of ERP Implementation on Business Process Outcomes: A Factor-Based Study (2007, background): “ERP implementation enables ﬁrms to integrate their business processes by business process standardization, innovation, and improvements [26, 47, 71, 75, 77].”
Chasing the Hottest IT: Effects of Information Technology Fashion on Organizations (2010, background): “Similarly, research on ERP implementation found that many firms that implemented ERP systems suffered an initial performance dip because the new systems required new business processes and thus were highly disruptive to the existing processes the firms relied on to perform (Ross and Vitale 2000).”
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).”
Job Characteristics and Job Satisfaction: Understanding the Role of Enterprise Resource (2010, background): “ERP system implementations typically involve an extensive redesign of business processes and the deployment of new software to support those new business processes (Robey et al. 2002; Ross and Vitale 2000).”
Investment in Enterprise Resource Planning: Business Impact and Productivity Measures (2002, background): “There is a small but growing literature on the impact of ERP systems; the majority of these studies are interviews, case studies, a collection of case studies, or industry surveys (see, for example [1, 17, 31, 32, 43]).”
Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change (2002, background): “signing accountability for benefits [15, 5 1, 54].”