CoChat
Sign Up
Cited by 78ERP Systems Implementation and ImpactInformation Technology Governance and StrategyCorporate Governance and Management

Ensuring e-business success by learning from ERP failures

Krasner, H.·2000·IT Professional
DOI 10.1109/6294.819935
Open this paper in CoChat — free account

Abstract

Although enterprise resource planning may be the toughest project you've ever attempted, doing it right will be the key to implementing a successful e-business. Based on his own experiences with ERP projects in the 1990s, the author found that for your project to succeed, you must prevent problems in the following high-priority areas: e-business strategy; project management approaches; complex technology and systems; and end-user resistance. A small investment in understanding, analyzing, tracking, and preventing these major problems should pay off well, given that most such problems are common, expected, avoidable, and detectable early. One viable approach to reducing the likelihood of failure is to identify the crucial risks at each point of the project life cycle, then build plans to address them before they become real problems. The author found this technique useful in evaluating ERP projects and fully expect it to be useful for evaluating e-business system projects as well.

Integrity signals

Registry

Crossref · 10.1109/6294.819935

Cites

Statistics

Recomputing p-values needs the paper’s full text.

Claims the paper makes

We couldn’t retrieve this paper’s full text, so its claims and self-check weren’t run. The registry and citation checks still apply.

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

  • There are obstacles making ERP implementation a challenge, including technical problems and people obstacles.

    “Among these obstacles that have been reported in literature include technical problems and people obstacles (Botta-Genoulaz and Millet [8]; Krasner [18].”

    From Enterprise Resource Planning (ERP) System Implementation: A Case for User Participation (2013) · cites this paper as Krasner [18]

Cites

Still being checked.

Cited by

Sorted by citations

Related

Authors
Krasner, H.
Corresponding author
Krasner, H.
Venue
IT Professional
Publisher
Institute of Electrical and Electronics Engineers (IEEE)
Published
2000
Volume
2
Issue
1
Pages
22-27
ISSN
1520-9202 (ISSN-L)
DOI
10.1109/6294.819935
OpenAlex
W2032371605
Cited by
78
References
0
Citations by year
2026: 3 · 2024: 1 · 2023: 1 · 2020: 1 · 2019: 6 · 2017: 4 · 2016: 3 · 2015: 1 · 2013: 3 · 2012: 6
FWCI
5.03
Type
journal article
Language
en
Open access
closed
Licence
ieeexplore.ieee.org/Xplorehelp/downloads/license-information/IEEE.html (vor)
Locations
IT Professional (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Management Information Systems › ERP Systems Implementation and Impact
  • Social Sciences › Business, Management and Accounting › Management Information Systems › Information Technology Governance and Strategy
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Corporate Governance and Management
Keywords
enterprise resource planning, ERP implementation failure, e-business strategy, project management, project risk management, project life cycle, IT project evaluation

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review