Please use this identifier to cite or link to this item:
|Title:||Enterprise Resource Planning (ERP) Innovation Process: Towards Development of an Integrated Framework for Successful Adoption and Implementation|
|Citation:||The Proceedings of the 19th Australasian Conference on Information Systems (ACIS): A Model of successful innovation process of ERP, 3-5 December, 2008; pp.802-813|
|Publisher:||University of Canterbury|
|Conference Name:||Australasian Conference on Information Systems (19th : 2008 : Christchurch, New Zealand)|
|Jiwat Ram and Paula M.C. Swatman|
|Abstract:||Enterprise Resource Planning (ERP) systems have attracted wide popularity as they promise multidimensional benefits and competitive leadership. However complexity and failures of their successful adoption and implementation have stolen the limelight, resulting in considerable literature on understanding the critical success factors (CSFs) or conditions in which the ERP systems could be successfully adopted and implemented. Grounded in innovation diffusion & IS Success theories, this empirical study aims to provide a roadmap for holistic examination of the conditions for successful adoption and implementation of ERP systems and their performance impacts in financial and non-financial terms. Employing a cross-sectional survey for data collection and Structural Equation Modelling for analysis, the study will test a research model comprising CSFs for ERP adoption and implementation processes and their link to performance impacts. Unique in the Australian context, the study will provide a theoretical framework to help organisations enhance their chances of successful ERP projects|
|Keywords:||Diffusion of Innovation; Adoption and Implementation; Enterprise Resource Planning; Performance; IS Success|
|Rights:||Jiwat Ram & Paula Swatman © 2008|
|Appears in Collections:||Entrepreneurship, Commercialisation, and Innovation Centre publications|
Files in This Item:
There are no files associated with this item.
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.