Enterprise resource planning: making ERP a success

By A. Scheer, Frank Habermann. CACM, 2000

439 citations recorded by the source corpus.

Subfields: Management Information Systems

View Paper: https://www.semanticscholar.org/paper/b202efcef4af77595a08cf6e87243dc13f31c6e6

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

Citations in the corpus

Job Characteristics and Job Satisfaction: Understanding the Role of Enterprise Resource (2010, background): “…the success or failure of an ERP system implementation is rarely tied to the features of the technology itself, but rather, is often linked to the job and/or process reengineering that typically accompany such systems (e.g., Davenport 2000; Peppard and Ward 2005; Scheer and Habermann 2000).”
Critical elements for a successful enterprise resource planning implementation in small-and medium-sized enterprises (2004, background): “Nevertheless, Scheer and Habermann (2000) concluded that a successful ERP implementation is mainly dependent on eﬃcient software development, testing and troubleshooting.”
Assessing and managing the benefits of enterprise systems: the business manager's perspective (2002, background): “Enterprise system implementation costs are often reported to be five to 10 times the cost of software licences (Davenport, 2000; Scheer & Habermann, 2000).”
Critical Success Factors for Enterprise Resource Planning Implementation and Upgrade (2006, methodology): “The use ofappropriate tools and methods for modeling, development and implementation (19, 28) is essential.”
ERP Implementation: Chief Information Officers' Perceptions of Critical Success Factors (2003, background): “Murray and Coffin (2001) and Scheer and Habermann (2000) indicated that the use of appropriate modeling methods, architecture, and tools will aid in achieving ERP success.”
What is ERP? (2000, background): “Scheer (Scheer and Habermann, 2000) emphasises the signi®cance of business process models to manage the ever-increasing complexity arsing from these solutions ; process models are supposedly also a useful medium to communicate about business processes across various cultures.”
Critical factors for successful implementation of enterprise systems (2001, background): “Scheer and Habermann (2000) indicate that modeling methods, architecture and tools are critical.”
Enterprise Systems: State-of-the-Art and Future Trends (2011, background): “…the inadequacy of addressing real-world problems in specific industry sectors; in these circumstances, the scale of business process reengineering (BPR) and the customization tasks involved in the software implementation process are considered the major insufficiencies of general purpose ERP [5].”