Successful implementation of ERP projects: Evidence from two case studies

By J. Motwani, Dinesh A. Mirchandani, M. Madan, Angappa Gunasekaran. 2002

419 citations recorded by the source corpus.

Subfields: Management Information Systems

View Paper: https://www.semanticscholar.org/paper/bb4e453243f6bb7f7cfee3b83caf1f3193b04fc3

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In Management Information Systems

Citations in the corpus

Examining the role of innovation diffusion factors on the implementation success of enterprise resource planning systems (2003, background): “Researchers have identified several key factors that may contribute to a successful ERP implementation (Bingi et al., 1999; Motwani et al., 2002).”
Critical success factors of enterprise resource planning systems implementation success in China (2003, methodology): “Moosbruker & Loftin (1998) and Motwani et al (2002) suggested that the organization should be prepared and ready for fundamental change to ensure the success of BPR.”
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).”
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 reasons t”
Determinants of the Adoption of Enterprise Resource Planning within the Technology-Organization-Environment Framework: Taiwan's Communications Industry (2008, neutral): “Motwani et al. [26] argued that a cautious, evolutionary and bureaucratic implementation process, backed by careful change management, network relationships and cultural readiness, facilitates the successful implementation of ERP.”
Firm Performance Effects in Relation to the Implementation and Use of Enterprise Resource Planning Systems (2004, background): “An important factor that causes extended productivity dips after the rollout of an ERP system relates to ineffective change management (Peterson et al. 2001; Motwani et al. 2002).”
Exploring the impact of cultural values on project performance: The effects of cultural values, age and gender on the perceived importance of project success/failure factors (2014, background): “…inability to sustain stakeholder confidence and interest (Chen et al., 2009); volatility in project team dynamics (Gelbard and Carmeli, 2009); poor team integration (Scott-Young and Samson, 2008);cultural readiness(Motwani et al., 2002); and ineffective communication (Jugdev and Müller, 2005).”
Critical factors for successful ERP implementation: Exploratory findings from four case studies (2005, methodology): “[58] uses a case study methodology to compare a successful ERP implementation with an unsuccessful one.”
A framework of ERP systems implementation success in China: An empirical study (2005, background): “(4) When adopting an ERP system, there is a need to recognize the unique Asian context concerning cultures while the existing business models typically reflect Western practices (AlMashari et al., 2003; Hong and Kim, 2002; Motwani et al., 2002).”
An AHP-based approach to ERP system selection (2005, background): “Motwani et al. (2002) emphasized that ERP adoption involves initiating appropriate business process changes as well as information technology changes to sig-niﬁcantly enhance performance, quality, costs, ﬂexibility, and responsiveness.”
Risk management in ERP project introduction: Review of the literature (2007, background): “Conceptual and empirical prescriptive ERP implementation MS CSF + case study 2, 4, 6, 9, 10, 11, 14, 18 [96]”