Business value of enterprise resource planning spending and scope: a post-implementation perspective
Purpose – The purpose of this study is to contribute to the existing knowledge about the value of postimplementation Enterprise Resource Planning (ERP) system at the firm level. Design/methodology/approach – A questionnaire-based survey was conducted to collect data from 217 Malaysian firms that su...
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2019
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Online Access: | http://psasir.upm.edu.my/id/eprint/80846/1/BUSINESS.pdf http://psasir.upm.edu.my/id/eprint/80846/ https://www.emerald.com/insight/content/doi/10.1108/K-01-2018-0025/full/html |
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my.upm.eprints.808462020-10-15T21:47:09Z http://psasir.upm.edu.my/id/eprint/80846/ Business value of enterprise resource planning spending and scope: a post-implementation perspective Ghobakhloo, Morteza Azar, Adel Tang, Sai Hong Purpose – The purpose of this study is to contribute to the existing knowledge about the value of postimplementation Enterprise Resource Planning (ERP) system at the firm level. Design/methodology/approach – A questionnaire-based survey was conducted to collect data from 217 Malaysian firms that successfully implemented ERP system. Data analysis was conducted with partial least squares-structural equation modeling and partial least squares multi-group analysis techniques. Findings – Higher ERP spending and greater ERP scope in the post-implementation stage were associated with higher performance gains. Research limitations/implications – Among other limitations, relying on a small sample size and cross-sectional data of this study and lack of generalizability of findings tend to have certain limitations. An interesting direction for future research would be to extend this study by conducting a multi-level analysis to understand how ERP spending and scope would affect the micro-level performance. Practical implications – Non-financial performance gain is another valuable outcome of ERP implementation. The choice between in-house and off-the-shelf ERP systems will have dramatic impacts on the future profitability of firms. ERP risk management team and related practices during implementation phase result in a significantly higher financial gain in the post-implementation phase. Originality/value – This study assesses the business value of ERP at the post-implementation phase while accounting for key contextual and managerial issues, a topic that has received little attention to date. Emerald Publishing 2019 Article PeerReviewed text en http://psasir.upm.edu.my/id/eprint/80846/1/BUSINESS.pdf Ghobakhloo, Morteza and Azar, Adel and Tang, Sai Hong (2019) Business value of enterprise resource planning spending and scope: a post-implementation perspective. Kybernetes, 48 (5). pp. 967-989. ISSN 0368-492X; ESSN: 1758-7883 https://www.emerald.com/insight/content/doi/10.1108/K-01-2018-0025/full/html 10.1108/K-01-2018-0025 |
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Purpose – The purpose of this study is to contribute to the existing knowledge about the value of postimplementation Enterprise Resource Planning (ERP) system at the firm level.
Design/methodology/approach – A questionnaire-based survey was conducted to collect data from 217 Malaysian firms that successfully implemented ERP system. Data analysis was conducted with partial least squares-structural equation modeling and partial least squares multi-group analysis techniques. Findings – Higher ERP spending and greater ERP scope in the post-implementation stage were associated with higher performance gains. Research limitations/implications – Among other limitations, relying on a small sample size and cross-sectional data of this study and lack of generalizability of findings tend to have certain limitations. An interesting direction for future research would be to extend this study by conducting a multi-level analysis to understand how ERP spending and scope would affect the micro-level performance. Practical implications – Non-financial performance gain is another valuable outcome of ERP implementation. The choice between in-house and off-the-shelf ERP systems will have dramatic impacts on the future profitability of firms. ERP risk management team and related practices during implementation phase result in a significantly higher financial gain in the post-implementation phase. Originality/value – This study assesses the business value of ERP at the post-implementation phase while accounting for key contextual and managerial issues, a topic that has received little attention to date. |
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Article |
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Ghobakhloo, Morteza Azar, Adel Tang, Sai Hong |
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Ghobakhloo, Morteza Azar, Adel Tang, Sai Hong Business value of enterprise resource planning spending and scope: a post-implementation perspective |
author_facet |
Ghobakhloo, Morteza Azar, Adel Tang, Sai Hong |
author_sort |
Ghobakhloo, Morteza |
title |
Business value of enterprise resource planning spending and scope: a post-implementation perspective |
title_short |
Business value of enterprise resource planning spending and scope: a post-implementation perspective |
title_full |
Business value of enterprise resource planning spending and scope: a post-implementation perspective |
title_fullStr |
Business value of enterprise resource planning spending and scope: a post-implementation perspective |
title_full_unstemmed |
Business value of enterprise resource planning spending and scope: a post-implementation perspective |
title_sort |
business value of enterprise resource planning spending and scope: a post-implementation perspective |
publisher |
Emerald Publishing |
publishDate |
2019 |
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http://psasir.upm.edu.my/id/eprint/80846/1/BUSINESS.pdf http://psasir.upm.edu.my/id/eprint/80846/ https://www.emerald.com/insight/content/doi/10.1108/K-01-2018-0025/full/html |
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