A model of ERP project implementation

By A. Parr, G. Shanks. Journal of Information and Technology, 2000

699 citations recorded by the source corpus.

Subfields: Management Information Systems

View Paper: https://www.semanticscholar.org/paper/eae2d29d05a5dfc4dad4be28a6b2ec06b24f3c68

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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 need for an implementation team that spans the organization (Kalling, 2003; Shanks and Parr, 2000; Kumar et al., 2002; Nah et al., 2001; Somers and Nelson, 2001, 2004; Ribbers and Schoo, 2002; Willcocks and Stykes, 2000; Gupta, 2000; Mandal and Gunasekaran, 2003; Siriginidi, 2000b), as well as o”
A Multi-Project Model of Key Factors Affecting Organizational Benefits from Enterprise Systems (2010, background): “The positive outcome of OOI is assimilation, defined by Purvis et al. (2001) and Liang et al.”
Organizational culture and leadership in ERP implementation (2008, background): “and the significant different adoption results prompt many researchers to search for critical success factors (e.g. Holland and Light 1999; Parr and Shanks 2000; Somers and Nelson 2001; Akkermans and van Helden 2002; Mashari, Mudimigh et al. 2003; Umble, Haft et al. 2003).”
Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change (2002, neutral): “people, and organization-wide commitment [6, 10, 12, 28, 45, 46, 54, 56, 66, 70].”
Examining the critical success factors in the adoption of enterprise resource planning (2008, background): “TWC7 Balanced or cross-functional implementation team [8,54,60] [33] [46, 53 ,54,63]”
Enhancing IT governance practices: A model and case study of an organization's efforts (2007, background): “The IT steering committee is responsible for project advocacy, and for the provision of adequate resources for both planning and implementation of the IT investment decisions (Parr and Shanks, 2000). Furthermore, compliance with external regulations and internal guidelines should also be overseen by”
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 acti”
What Makes an ERP Implementation Relationship Worthwhile: Linking Trust Mechanisms and ERP Usefulness (2004, background): “1 Nonetheless, many senior management benefits, such as moving away from legacy systems [72], enabling electronic data interchange (EDI), and improving productivity [57, 81, 82], should also be reflected by, and consistent with, a useful and easy-to-use IT, which should thereby contribute to…”
Critical factors for successful ERP implementation: Exploratory findings from four case studies (2005, background): “(4) T here are two standard approaches to connecting each module to existing systems: either implement module-by-module or alternatively implement all modules and than connect them to the existing system(s) [3].”