Documente Academic
Documente Profesional
Documente Cultură
I.
II.
BACKGROUND STUDY
INTRODUCTION
36
http://sites.google.com/site/ijcsis/
ISSN 1947-5500
TABLE I.
No
Strategies
References
1.
for Resistance
2.
37
No. of
Source
11
3.
Readiness for
Change
4.
Effective
Communication
http://sites.google.com/site/ijcsis/
ISSN 1947-5500
6.
7.
IV.
TABLE II.
for Change in
Processes
Cost
minimization
User Friendly
Culture
No
Processes
References
User Training
(Al-Mashari, 2002),
(Alshamlam and AlMudimigh, 2011), (Aladwani,
2001), (Nah et al, 2001),
(Porter, 1985), (Deloitte,
2005), (Kuruppuarachchi et al,
2002), (Alballa and AlMudimigh, 2011), (Summer,
1999), (Ahmed et al, 2006),
(Jing and Qiu, 2007),
(Kwahk and Lee, 2008),
1.
No. of
Source
12
2.
3.
Helpdesk
4.
Communication
V.
PROPOSED MODEL
A. Methodology
Methodology of this paper is to discuss the change
management strategies, techniques, processes and the success
and failure of ERP system implementation. Moreover, the
methodology has been extended with proposed model to
strengthen the contents of change management systems.
Proposed model declares the impact of change management on
ERP system implementation as shown in figure 3. The focus of
this paper is more concern on the user reactions against the new
system and described in the proposed model.
B. Model contents
The contents of the proposed model includes: Change
management strategies, change management processes, change
management tools, user reactions, user training, user friendly
culture, the role of consultants, and top management.
C. Model Descriptions
As discussed in the previous sections of this paper that ERP
systems are very complex and expensive with high budget and
more importantly that is very risky during implementation. Due
to complex nature of ERP systems based on change
management some important critical factors come in front in
the implementation process. User reaction is one of the critical
factors of change management and can lead the implementation
process to failure if not considered seriously. The reaction
against change rise when the strategies, processes and/or
techniques of the system change from the existing setup to new
system.
In this paper we have proposed a change management
system success model for the successful ERP implementation
38
http://sites.google.com/site/ijcsis/
ISSN 1947-5500
39
http://sites.google.com/site/ijcsis/
ISSN 1947-5500
VI.
CRITICAL DISCUSSION
VII. CONCLUSION
ERP is an integrated and business information software
system that attracts the attention of business organizations in
order to improve their business processes and achieve the
company goals. For that reason, the ERP system should be
more concern on the business processes change than the
technical change during installation. ERP system provides a
user friendly culture due to which the individual can share their
own capabilities for the organization future development.
Change management in ERP system implementation is a
challenging task because the barriers in the form of soft issues
come out when the changes occur to the existing system.
Change management believes on change, therefore the user
reaction towards the new system is obviously not new and can
be expected at any stage during ERP implementation process.
To minimize the reactions against the new system user training
and education is mandatory initiation to introduce the new
system to the users so that they will understand it and use it
40
http://sites.google.com/site/ijcsis/
ISSN 1947-5500
[12] Kwahk. K., Lee. J., (2008), The role of readiness for change in ERP
implementation: Theoretical bases and empirical validation,
Information & Management Journal, Vol.45, pp 474481.
[13] Deloitte., (2005), ERP Change Management Survey, The Gullup
Leadership Institute.
[14] Nah. F. F., Lau. J. L., Kuang. J., (2001), Critical factors for successful
implementation of enterprise systems, Business Process Management
Journal, Vol. 7, pp. 285-296
[15] Masadeh. R., Altamony. H., (2012), A Theoretical Perspective on the
Relationship between Change Management Strategy and Successful
ERP Implementations, Research Journal of International Studies, Euro
Journals Publishing, Inc. 2012, pp 141-154.
[16] Ahmed. Z. U., Zbib. I., Arokiasamy. S., Ramayah. T., Chiun. L. M.,
(2006),
RESISTANCE
TO
CHANGE
AND
ERP
IMPLEMENTATION SUCCESS: THE MODERATING ROLE OF
CHANGE MANAGEMENT INITIATIVES, Asian Academy of
Management Journal, Vol. 11, No. 2, pp 117.
[17] Summer. M., (1999), Critical success factors in enterprise wide
information management systems projects, Proceedings of the
Americans Conference on Information Systems (AMICS), Milwaukee,
WI, 232234
[18] Kim. Y., Lee. Z., Gosain. S., (2005), Impediments to successful ERP
implementation process, Business Process Management Journal, 11(2),
158170
[19] AL-NAFJAN, A. N., Al-MUDIMIGH. A. S., THE IMPACT OF
CHANGE MANAGEMENT IN ERP SYSTEM: A CASE STUDY OF
MADAR, Journal of Theoretical and Applied Information Technology,
Vol. 23 No 2, pp 91-97.
[20] Kuruppuarachchi, P., Mandal, P., Smith, R., (2002), IT project
implementation strategies for effective changes: A critical review,
Logistics Information Management (2), 126-137.
[21] Zhang. L., Lee, M. K. O., Zhang. Z., Banerjee. P., (2003), Critical
Success Factors of Enterprise Resource Planning Systems
Implementation Success in China, Proceedings of the 36th Hawaii
International Conference on System Sciences.
[22] Al-Mashari. M. A., (2002), Implementation ERP through SAP R/3: A
Process Change Management (PCM) perspective, J. King Saud Univ.,
Vol.14, Comp. & Info. Sci, pp 25-38.
[23] Maditinos. D., Chatzoudes. D., Tsairidis. C., (2012), Factors affecting
ERP system implementation effectiveness, Journal of Enterprise
Information Management Vol. 25 No. 1, pp. 60-78.
[24] Fleck. J., (1993), Configurations: crystallizing contingency,
International Journal of Human Factors in Manufacturing, Vol. 3 No. 1,
pp. 15-36.
[25] Wang, E., Chen. J., (2006), Effects of internal support and consultant
quality on the consulting process and ERP system quality, Decision
Support Systems, Vol. 42, pp 1029-41.
41
http://sites.google.com/site/ijcsis/
ISSN 1947-5500