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A Multi-Project Model of Key Factors Affecting Organizational Benefits from Enterprise Systems1
Abstract
This paper develops a long-term, multi-project model of factors affecting organizational benefits from enterprise systems (ES), then reports a preliminary test of the model. In the shorter-term half of the model, it is hypothesized that once a system has gone live, two factors, namely functional fit and overcoming organizational inertia, drive organizational benefits flowing from each major ES improvement project. The importance of these factors may vary from project to project. In the long-term half of the model, it is hypothesized that four additional factors, namely integration, process optimization, improved access to information, and on-going major ES business improvement projects, drive organizational benefits from ES over the long term. Preliminary tests of the model were conducted using data from 126 customer presentations from SAP’s 2003 and 2005 Sapphire U.S. conferences. All six factors were found to be important in explaining variance in organizational benefits from enterprise systems from the perspective of senior management.
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“More specifically, our results show how novel digital technologies can be combined with traditional enterprise systems (Seddon et al. 2010;Sedera and Lokuge 2017;Sedera et al. 2016).”
From How affordances of chatbots cross the chasm between social and traditional enterprise systems (2020) · cites this paper as Seddon et al. 2010
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“In contrast with operational systems, assessing the success of BIS is usually problematic since BIS are as rule enterprise-wide systems wheremost benefits are long-term, indirect and difficult tomeasure [69].”
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“…software packages with embedded industry best practice business processes, has increased significantly over the years as organizations continue to deploy these systems to improve operational efficiency and achieve strategic advantage (Gregor et al. 2006; Seddon et al. 2010; Volkoff et al. 2007).”
BackgroundOrganizational enablers for governance and governmentality of projects: A literature review
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An empirical analysis of the factors and measures of Enterprise Architecture Management success
Lange, M., Mendling, J., & Recker, J. (2015) · European Journal of Information Systems · doi:10.1057/ejis.2014.39 · Cited by 121
“For example, Seddon et al (2010) estimated organizational bene fi ts from Enterprise Systems implementations by reviewing management presentations released after the implementations.”
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“ERP systems refer to large commercial software packages that standardize business processes and codify and organize an enterprise's business data into an integrated database (Seddon et al., 2010; Strong and Volkoff, 2010).”
BackgroundLaumer, S., Maier, C., Eckhardt, A., & Weitzel, T. (2016) · European Journal of Information Systems · doi:10.1057/ejis.2016.1 · Cited by 100
“While organizations continue to implement these systems to support effective and ef fi cient work routines and to gain strategic advantages (Seddon et al , 2010; Strong & Volkoff, 2010), their inability to understand and manage employees ’ perceptions during IS implementations has been recognized as…”
BackgroundOrganizational enablers for project governance and governmentality in project-based organizations
Müller, R., Pemsel, S., & Shao, J. (2014) · International Journal of Project Management · doi:10.1016/j.ijproman.2014.07.008 · Cited by 84
Influence of ERP systems on business process agility
Seethamraju, R., & Sundar, D. K. (2013) · IIMB Management Review · doi:10.1016/j.iimb.2013.05.001 · Cited by 90
“Despite huge investments in the software, in implementation, maintenance, user training, and continuous updates, many implementation failures and less than satisfactory benefits have been reported in the literature (Davenport, 2000; Nah, Tan, & Teh, 2004; Seddon et al., 2010).”
BackgroundMüller, R., & Martinsuo, M. (2015) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-04-2014-0036 · Cited by 84
Tenhiälä, A., & Helkiö, P. (2015) · Journal of Operations Management · doi:10.1016/j.jom.2014.05.001 · Cited by 85
“…(see examples in, e.g., Robey et al., 2002) gave rise to much research on the typical pitfalls and success factors of implementing ERP systems (for reviews and recent examples, see, e.g., Karimi et al., 2007; Seddon et al., 2010; Berente and Yoo, 2012; Sasidharan et al., 2012; Yeh and Xu, 2013).”
BackgroundDesign Blueprint for Stress-Sensitive Adaptive Enterprise Systems
Adam, M. T. P., Gimpel, H., Maedche, A., & Riedl, R. (2017) · Business & Information Systems Engineering · doi:10.1007/s12599-016-0451-3 · Cited by 78
“The underlying architectural paradigm follows established concepts from BI&A systems (Watson 2009).”
BackgroundAudzeyeva, A., & Hudson, R. S. (2015) · European Journal of Information Systems · doi:10.1057/ejis.2014.44 · Cited by 74
“…may reflect the specific nature of the IT (strategic information systems in Silva & Hirschheim (2007) as opposed to BI in our study), industry (Elbashir et al, 2008), organization-specific timing (Silva & Hirschheim, 2007) and the BI exploitation stage (Purvis et al, 2001; Seddon et al, 2010).”
BackgroundG2G information sharing among government agencies
Fan, J., Zhang, P., & Yen, D. C. (2013) · Information & Management · doi:10.1016/j.im.2013.11.001 · Cited by 69
Poba-Nzaou, P., Uwizeyemungu, S., Raymond, L., & Paré, G. (2014) · Information Systems Frontiers · doi:10.1007/s10796-012-9361-1 · Cited by 63
“While this method has proven to be a valid source of insights in previous IT research (e.g. Shang and Seddon 2000; Raymond et al. 2006; Seddon et al. 2010), we acknowledge that online stories may tend to oversell the vendors ’ products and services as well as the benefits they provide, and hence…”
MethodAchieving IT Program Goals with Integrative Conflict Management
Jiang, J. J., Chang, J. Y. T., Chen, H., Wang, E. T. G., & Klein, G. L. (2014) · Journal of Management Information Systems · doi:10.2753/mis0742-1222310104 · Cited by 63
“Unfortunately, with the exception of Chang [18], the existing literature on program management is sparse and still in the definition and exploratory stages that include topics such as (1) defining the program management concept [74], (2) exploring program management success factors [75], (3) providing governance frame…”
BackgroundIntegrating ERP and e-business: Resource complementarity in business value creation
Hsu, P. (2013) · Decision Support Systems · doi:10.1016/j.dss.2013.06.013 · Cited by 63
Solving misfits in ERP implementations by SMEs
van Beijsterveld, J. A. A., & Groenendaal, W. J. H. V. (2015) · Information Systems Journal · doi:10.1111/isj.12090 · Cited by 60
“A good fi t between the requirements of the company and those of the ERP system increases the chance of a successful implementation (Hong & Kim, 2002; Wang et al ., 2006; and Morton & Hu, 2008) and also increases the organizational bene fi ts (Seddon et al ., 2010).”
BackgroundMethodInfluentialVeiga, J. F., Keupp, M. M., Floyd, S. W., & Kellermanns, F. W. (2013) · European Journal of Information Systems · doi:10.1057/ejis.2013.15 · Cited by 58
“Although research has demonstrated that reducing adop-ter resistance to using a new system is a key driver of ES bene fi ts such as pro fi ciency (Seddon et al , 2010), greater organizational support may exacerbate resistance.”
BackgroundMethodInfluentialHow affordances of chatbots cross the chasm between social and traditional enterprise systems
Stoeckli, E., Dremel, C., Uebernickel, F., & Brenner, W. (2020) · Electronic Markets · doi:10.1007/s12525-019-00359-6 · Cited by 55
Achieving benefits with business analytics systems: an evolutionary process perspective
Shanks, G., & Bekmamedova, N. (2012) · Journal of Decision System · doi:10.1080/12460125.2012.729182 · Cited by 53
“Second, although much is known about how enterprise resource planning (ERP) systems bring bene-fi ts to organisations (Seddon et al. 2010), this does not generalise to BA systems.”
BackgroundUwizeyemungu, S., Bertrand, J., & Poba‐Nzaou, P. (2020) · Accounting Education · doi:10.1080/09639284.2020.1737157 · Cited by 49
“Previous studies (e.g. Poba-Nzaou et al., 2014; Seddon et al., 2010) have shown that secondary data from websites can be a valid source of insights in various research areas.”
BackgroundExploring ERP systems adoption in challenging times. Insights of SMEs stories
Perera, A. G., Jiménez, M. D. A. J., & Sancha, P. (2023) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2023.122795 · Cited by 47
ERP institutionalization: exploring the influential factors
Pishdad, A., & Haider, A. (2013) · Journal of Enterprise Information Management · doi:10.1108/jeim-07-2013-0046 · Cited by 46
“Introduction Enterprise resource planning ( ERP) system has become a core technology in many businesses since the past two decades (Holland and Light, 1999; Davenport, 2000; Gargeya and Brady, 2005; Seddon et al., 2010).”
BackgroundInfluentialInnovation with IS usage: individual absorptive capacity as a mediator
Wang, W., Liu, L., Feng, Y., & Wang, T. (2014) · Industrial Management & Data Systems · doi:10.1108/imds-05-2014-0160 · Cited by 45
Matook, S., & Brown, S. A. (2016) · Information Systems Journal · doi:10.1111/isj.12108 · Cited by 44
Sanoubar, N., & Shoaran, A. (2017) · International Conference on Information System and Data Mining (ICISDM) · doi:10.1145/3077584.3077585 · Cited by 44
“information management support the positive link between data quality and IT system benefits [25].”
BackgroundWamba-Taguimdje, S.-L., Wamba, S. F., Kamdjoug, J. R. K., & Wanko, C. E. T. (2020) · Lecture notes in information systems and organisation · doi:10.1007/978-3-030-47355-6_1 · Cited by 57
Schneider, S., Wollersheim, J., Krcmar, H., & Sunyaev, A. (2016) · Journal of Information Technology · doi:10.1057/s41265-016-0001-y · Cited by 43
“ES is defined as application software that supports core business processes across departments and between organizations (Seddon et al. , 2010), for instance, software for enterprise resource planning or customer relationship management (CRM).”
BackgroundMethodChen, L., & Nath, R. (2017) · Information Systems Management · doi:10.1080/10580530.2017.1416948 · Cited by 46
“Unlike operational IS, the benefits of these systems tend to be long-term, indirect and more difficult to measure, hence require executives to take a long-term, strategic view of IT to appreciate (Seddon, Calvert, & Yang, 2010).”
BackgroundExploring Shared Services from an IS Perspective: A Literature Review and Research Agenda
Fielt, E., Bandara, W., Miskon, S., & Gable, G. G. (2014) · Communications of the Association for Information Systems · doi:10.17705/1cais.03454 · Cited by 42
“Moreover, shared services has the potential to leverage IT related benefits with respect to faster, more accurate process coordination and execution and greater accuracy of and visibility into organizational data [Seddon et al., 2010].”
BackgroundAnalysis of requirements for Big Data Adoption to maximize IT Business Value
Lamba, H. S., & Dubey, S. K. (2015) · International Conference on Reliability, Infocom Technologies and Optimization (Trends and Future Directions) (ICRITO) · doi:10.1109/icrito.2015.7359268 · Cited by 42
“Yang[29] 2010 1.”
Gamification of Enterprise Systems
Nah, F. F., Eschenbrenner, B., Claybaugh, C. C., & Koob, P. B. (2019) · Systems · doi:10.3390/systems7010013 · Cited by 57
“The key literature on enterprise systems has focused on implementation [7,18,22–27], upgrades [5,23,28,29], acceptance [8,30–32], benefits [33,34], usefulness [35], vendor relationships [26,27,36], and assimilation [37–39].”
BackgroundERP benefits capability framework: orchestration theory perspective
Badewi, A. A., Shehab, E., Zeng, J., & Mohamad, M. (2017) · Business Process Management Journal · doi:10.1108/bpmj-11-2015-0162 · Cited by 44
“Likewise, the fitness between ERP and organizational function affects performance (Seddon et al., 2010; Morton and Hu, 2008).”
BackgroundTitah, R., Shuraida, S., & Rekik, Y. (2016) · International Journal of Production Economics · doi:10.1016/j.ijpe.2016.01.002 · Cited by 39
Reinking, J., Arnold, V., & Sutton, S. G. (2020) · International Journal of Accounting Information Systems · doi:10.1016/j.accinf.2019.100444 · Cited by 38
Gilson, L. L., Maynard, M. T., & Bergiel, E. B. (2013) · Small Group Research · doi:10.1177/1046496413488216 · Cited by 37
“(e.g., Buchanan & Boddy, 1982; Seddon, Calvert, & Yang, 2010).”
User expertise in contemporary information systems: Conceptualization, measurement and application
Sedera, D., & Dey, S. (2013) · Information & Management · doi:10.1016/j.im.2013.07.004 · Cited by 37
“USER EXPERTISE IN CONTEMPORARY IS There has been a growing recognition of the importance of using contemporary IS appropriately for the lifecycle-wide health and longevity [19, 20].”
BackgroundBerghout, E. W., & Tan, C. (2013) · Information & Management · doi:10.1016/j.im.2013.07.010 · Cited by 36
Esteves, J. (2013) · Enterprise Information Systems · doi:10.1080/17517575.2013.771411 · Cited by 35
“Despite the benefits that can be gained from successful Enterprise Resource Planning (ERP) systems implementations (Seddon et al. 2010), there is already an evidence of failure in ERP projects with prior reports showing that ‘ 70 percent of ERP implementations fail to deliver anticipated benefits ’…”
BackgroundEnterprise system programs: Goal setting and cooperation in the integration team
Chang, J. Y. T., Jiang, J. J., Klein, G. L., & Wang, E. T. G. (2018) · Information & Management · doi:10.1016/j.im.2018.12.005 · Cited by 35
Investigating CSFs for the life cycle of ERP system from the perspective of IT governance
Li, H., Chang, S.-I., & Yen, D. C. (2016) · Computer Standards & Interfaces · doi:10.1016/j.csi.2016.10.013 · Cited by 34
Asmussen, C. B., & Møller, C. (2020) · Enterprise Information Systems · doi:10.1080/17517575.2020.1734240 · Cited by 33
“Seddon, Calvert, and Yang (2010) fi nd six critical factors for organisational bene fi ts from enterprise system use.”
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Efficiency analysis of ERP packages—A customization perspective
Parthasarathy, S., & Sharma, S. (2016) · Computers in Industry · doi:10.1016/j.compind.2016.05.004 · Cited by 32
Commodity or competitive advantage? Analysis of the ERP value paradox
Hsu, P. (2013) · Electronic Commerce Research and Applications · doi:10.1016/j.elerap.2013.06.004 · Cited by 35
“However, in practice, it is often observed that while firms spend hundreds of millions of dollars implementing ERP systems, not all of them find the systems beneficial to their bottom line (Banker et al. 2006, Seddon et al. 2010).”
BackgroundA hermeneutic analysis of critical success factors for Enterprise Systems implementation by SMEs
Kurnia, S., Linden, T., & Huang, G. (2019) · Enterprise Information Systems · doi:10.1080/17517575.2019.1650960 · Cited by 30
“Enterprise Systems (ES) are large-scale, real-time, integrated, packaged software applications that support information flows, business processes, reporting and business analytics within or between organisations (Seddon, Calvert, and Yang 2010).”
BackgroundLei, Y., Guo, Y., Zhang, Y., & Cheung, W. (2021) · Information & Management · doi:10.1016/j.im.2021.103432 · Cited by 39
The Long Road to Benefits Management: Toward an Integrative Management Model
Svejvig, P., & Schlichter, B. R. (2020) · Project Management Journal · doi:10.1177/8756972819896485 · Cited by 30
“The majority of benefits management methods take a functionalist, rational stance (Breese, 2012), according to which benefits can be identified at the beginning of a project/program and then achieved post- project over the shorter or longer term (Seddon et al., 2010).”
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“driving post-implementation benefits (Seddon et al., 2010; Staehr, 2008).”
BackgroundA Longitudinal Examination of Enterprise Resource Planning System Post-Implementation Enhancements
Cao, J., Nicolaou, A. I., & Bhattacharya, S. (2013) · Journal of Information Systems · doi:10.2308/isys-50398 · Cited by 29
Ceiling effect in EMR system assimilation: a multiple case study in primary care family practices
Trudel, M.-C., Marsan, J., Paré, G., Raymond, L., de Guinea, A. O., Maillet, É., & Micheneau, T. (2017) · BMC Medical Informatics and Decision Making · doi:10.1186/s12911-017-0445-1 · Cited by 33
“Alternatively, organizational inertia can be observed when users are not “motivated and able to use the system once it has gone live” ([60], p.”
BackgroundERP systems drive businesses towards growth and sustainability
Anaya, L. A., & Qutaishat, F. T. (2022) · Procedia Computer Science · doi:10.1016/j.procs.2022.08.103 · Cited by 27
Rai, A., & Hornyak, R. (2013) · Journal of Operations Management · doi:10.1016/j.jom.2013.07.005 · Cited by 27
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Project Transitions—Navigating Across Strategy, Delivery, Use, and Decommissioning
Locatelli, G., Žerjav, V., & Klein, G. L. (2020) · Project Management Journal · doi:10.1177/8756972820953976 · Cited by 25
“Organizations initiate the project with anticipated benefits that may fail to realize if the product does not reach operational goals (Seddon et al., 2010).”
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“No Theory referenced 1 [1] [21-29] [30-32]”
ERP System versus Stand‐Alone Enterprise Applications in the Mitigation of Operational Glitches
Tenhiälä, A., Rungtusanatham, M. J., & Miller, J. W. (2017) · Decision Sciences · doi:10.1111/deci.12279 · Cited by 24
A strategic activity model of Enterprise System implementation and use: Scaffolding fluidity
Leonard, J., & Higson, H. E. (2013) · The Journal of Strategic Information Systems · doi:10.1016/j.jsis.2013.11.003 · Cited by 24
“Within the Zone of Proximal Development, support for learners can be described by means of a scaffolding metaphor (Wood 1976, Cazden 1979, Stone 1998). Scaffolding describes the specific practices by which the expert or teacher supports the learner. Puntambekar and Hubscher (2005) adapted it to describe support for ad…”
BackgroundMishra, A. N., Tao, Y., Keil, M., & Oh, J. (2021) · Information Systems Research · doi:10.1287/isre.2021.1064 · Cited by 22
Using Business Analytics for Strategic Alignment and Organisational Transformation
Shanks, G., Bekmamedova, N., & Willcocks, L. P. (2013) · International Journal of Business Intelligence Research · doi:10.4018/ijbir.2013070101 · Cited by 23
Towards a City's Systems Integration Model for Smart City Development: A Conceptualization
Javidroozi, V., Shah, H., Cole, A., et al. (2015) · International Conference on Computational Science and Computational Intelligence (CSCI) · doi:10.1109/csci.2015.10 · Cited by 23
“Overall, integration of enterprise systems itself is the main benefit and core capability for organizations, and that is all about access to real time information by all sections of an enterprise [4][25].”
BackgroundHernandez, A., & Lee, M. (2025) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2025.104092 · Cited by 22
Multifaceted Applications of Data Mining, Business Intelligence, and Knowledge Management
Kasemsap, K. (2016) · International Journal of Social and Organizational Dynamics in IT · doi:10.4018/ijsodit.2016010104 · Cited by 24
Zolper, K., Beimborn, D., & Weitzel, T. (2014) · Journal of Information Technology · doi:10.1057/jit.2014.6 · Cited by 24
“We hypothesize that three characteristics of social structures contribute to the effectiveness of operational application changes in terms of ful fi lling the business requirements: the existence of interface actors who connect their unit (business or IT) to the other unit (structural characteristic…”
Backgroundvan Zoonen, W., Sivunen, A. E., Rice, R. E., & Treem, J. W. (2021) · International Journal of Business Communication · doi:10.1177/23294884211050068 · Cited by 27
“Although some suggest that implementation periods can last much longer than 6 months (e.g., Seddon et al., 2010), the managers and researchers involved believed that 6 months was sufficient for adopters to achieve a reasonable level of proficiency with the platform.”
BackgroundKinuthia, J. N., & Chung, S. H. (2017) · Information Resources Management Journal · doi:10.4018/irmj.2017040101 · Cited by 23
Case study research in information systems
Shanks, G., & Bekmamedova, N. (2018) · Elsevier eBooks · doi:10.1016/b978-0-08-102220-7.00007-8 · Cited by 34
Monferdini, L., & Bottani, E. (2024) · Business Process Management Journal · doi:10.1108/bpmj-03-2024-0158 · Cited by 18
Mueller, S. K., Mendling, J., & Bernroider, E. W. N. (2018) · Information Systems Journal · doi:10.1111/isj.12223 · Cited by 22
“Benefits such as cost savings (Holland & Light, 1999; Seddon, Calvert, & Yang, 2010) tend to be as substantial as implementation costs.”
BackgroundInterproject Conflict Management Through Cooperation in an Enterprise System Implementation Program
Cheng, F.-F., Wu, C.-S., & Chang, J. Y. T. (2020) · Project Management Journal · doi:10.1177/8756972820949058 · Cited by 17
“To achieve the desired overall benefits of an ES, a multiple-project approach with an overarching goal of ensuring proper ES implementation is adopted (Seddon et al., 2010 ).”
BackgroundChatbots for Cultural Venues: A Topic-Based Approach
Bouras, V., Spiliotopoulos, D., Margaris, D., Vassilakis, C., Kotis, K., Antoniou, A., Lepouras, G., Wallace, M., & Poulopoulos, V. (2023) · Algorithms · doi:10.3390/a16070339 · Cited by 17
Entropic Statistical Description of Big Data Quality in Hotel Customer Relationship Management
Serrano, L. G., Ballestero, P. T., Muñoz-Romero, S., Soguero-Ruíz, C., & Rojo‐Álvarez, J. L. (2019) · Entropy · doi:10.3390/e21040419 · Cited by 25
Does it get better over time? A longitudinal assessment of enterprise system user performance
Sedera, D., & Lokuge, S. (2019) · Information Technology and People · doi:10.1108/itp-01-2019-0005 · Cited by 18
Alsurayyi, A. I., & Alsughayer, S. A. (2021) · Open Journal of Accounting · doi:10.4236/ojacct.2021.102006 · Cited by 16
“This result is consistent with Seddon et al. (2010), who argued that ERP improved access to information and information integration, and with Jidong and Liyan (2010), who argued that ERP implementation enhances information flow for internal managers and external stakeholders, helps resolve…”
ResultMarciniak, R., Amrani, R. E., Rowe, F., & Adam, F. (2014) · Business Process Management Journal · doi:10.1108/bpmj-05-2013-0056 · Cited by 16
“Existing literature has documented that, when properly selected and effectively implemented, ERP systems can lead to business benefits such as faster transaction processing, real-time data, improved process visibility and increased automation of routine tasks (Seddon et al., 2010).”
de Corbière, F., Rowe, F., & Wolff, F. (2014) · Systèmes d information & management · doi:10.3917/sim.121.0081 · Cited by 1
Kwiotkowska, A. (2024) · Sustainability · doi:10.3390/su16146266 · Cited by 16
The value of enterprise information systems under different corporate governance aspects
Chen, X., Dai, Q., & Na, C. (2019) · Information Technology and Management · doi:10.1007/s10799-019-00310-3 · Cited by 15
Success Factors for ICT Shared Services in the Higher Education Sector
Miskon, S., Bandara, W., Gable, G. G., & Fielt, E. (2012) · Journal of Information Technology Research · doi:10.4018/jitr.2012070101 · Cited by 17
Realizing Sustainable Value from ERP Systems Implementation
Anaya, L. A., Flak, L. S., & Abushakra, A. (2023) · Sustainability · doi:10.3390/su15075783 · Cited by 25
Hoermann, S., Hlavka, T., Schermann, M., & Krcmar, H. (2014) · Journal of Information Technology · doi:10.1057/jit.2014.13 · Cited by 14
“Although ERP outsourcing projects have considerable potential to create business value (Ragowsky et al. , 2005), they often fail whereby they consume substantial organizational resources and may even result in bankruptcy (Sumner, 2000; Seddon et al. , 2010; Staehr et al. , 2012).”
Goal Equivocality and Joint Account of Meaning Creation in an Enterprise System Program
Tsai, J. C.-A., Wu, X. J., Klein, G. L., & Jiang, J. J. (2021) · Information Systems Management · doi:10.1080/10580530.2021.1879324 · Cited by 13
“Organizations often set cross-functional integration, process optimization, and improved access to information as overall enterprise system (ES) implementation goals (Albu et al., 2015; Leonard & Higson, 2014; Seddon et al., 2010).”
BackgroundInfluentialOn the Road to Digital Transformation: A Literature Review of IT Program Management
Wu, X. J., Klein, G. L., & Jiang, J. J. (2023) · Project Management Journal · doi:10.1177/87569728231166846 · Cited by 13
“Further, an IT program enables organizational fl exibility in responding to intruding technologies (e.g., cloud computing, big data, arti fi - cial intelligence [AI] Internet of Things [IoT], blockchain) (Ribbers & Schoo, 2002; Seddon et al., 2010; Jiang et al., 2018).”
BackgroundMethodInfluentialStrategic justification of integrated resource planning tools in organizations
Mahmoodi, A., & Hashemi, L. (2024) · Business Process Management Journal · doi:10.1108/bpmj-11-2023-0902 · Cited by 13
Garmann-Johnsen, N. F., Olsen, D. H., & Eikebrokk, T. R. (2021) · Procedia Computer Science · doi:10.1016/j.procs.2021.01.120 · Cited by 13
Guerreiro, S. L. P. D. (2020) · Business Process Management Journal · doi:10.1108/bpmj-02-2020-0072 · Cited by 13
Integration networks in IT-enabled transformation programs
Fernandez, W. D., Klein, G. L., Jiang, J. J., & Khan, R. M. (2022) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-07-2021-0183 · Cited by 12
Realizing the Benefits from Enterprise Information Systems: A Sociomaterial Perspective
Anaya, L. A. (2013) · Procedia Technology · doi:10.1016/j.protcy.2013.12.052 · Cited by 12
“Some of these studies based their investigations on research perspective or theories dealing with technology as an exogenous and autonomous driver for business impacts [2, 7, 8]; whereas, other studies deal with technology”
BackgroundResultOrchestrating digital technologies with incumbent enterprise systems for attaining innovation
Lokuge, S., Sedera, D., Grover, V., & Sarker, S. (2024) · Information & Management · doi:10.1016/j.im.2024.104066 · Cited by 15
Enablers for BIM application in architectural design: a robust exploratory factor analysis approach
Saghatforoush, E., Nourzad, S. H. H., Zareravasan, A., & Jadidoleslami, S. (2021) · International Journal of Construction Management · doi:10.1080/15623599.2021.1985775 · Cited by 11
“An enabler may be defined in one context but play a different role in another context or time (Seddon et al. 2010; Gulati et al. 2012).”
BackgroundL’équipement des PME en systèmes ERP : une adoption guidée par les priorités stratégiques ?
Deltour, F., Farajallah, M., & Lethiais, V. (2014) · Management international · doi:10.7202/1024200ar · Cited by 10
Metadata
- Authors
- Seddon, P. B., Calvert, C., & Yang, S.
- Affiliations
- The University of Melbourne (AU)
- Monash University (AU)
- Department of Information Systems, University of Melbourne, Victoria 3010, Australia
- ORCID
- Seddon, Peter B.
- Venue
- MIS Quarterly
- Publisher
- MIS Quarterly
- Published
- 2010-06-01
- Volume
- 34
- Issue
- 2
- Pages
- 305-328
- ISSN
- 0276-7783 (ISSN-L)
- 2162-9730
- OpenAlex
- W3142038433
- Cited by
- 211
- References
- 136
- Citations by year
- 2026: 8 · 2025: 15 · 2024: 10 · 2023: 13 · 2022: 8 · 2021: 10 · 2020: 12 · 2019: 19 · 2018: 7 · 2017: 14 · 2016: 13 · 2015: 21 · 2014: 21 · 2013: 22 · 2012: 15
- FWCI
- 25.37
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- MIS Quarterly (publishedVersion)
- Minerva Access (University of Melbourne) (submittedVersion)
- 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 systems, organizational benefits, ERP implementation, functional fit, organizational inertia, system integration, process optimization, access to information, top management
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