Bharat Maheshwari

An investigation of critical management issues in ERP implementation: emperical evidence from Canadian organizations

Abstract The study investigates critical management issues in Enterprise Resource Planning (ERP) implementation projects such as selection of ERP vendor, project manager, and implementation partners; constitution of project team; project planning, training, infrastructure development, on-going project management; quality assurance and stabilization of ERP. The innovation process study approach is taken and data is collected from 20 organizations using a questionnaire and structured interviews. Although each adopting organization has a distinct set of objectives for its systems project, we found many similarities in motivations, concerns, and strategies across organizations. This study identifies many critical concerns in ERP project management.

Enterprise resource planning systems adoption process: A survey of Canadian organizations

The study investigates critical enterprise resource planning (ERP) adoption issues such as adoption motivations, justification, risks and criteria for a selection of product vendor and implementation partners. The innovation process study approach is taken and data are collected through a questionnaire and by structured interviews. Although each adopting organization has a distinct set of objectives for its systems, we found many similarities in motivations, concerns and strategies across organizations. The study identifies many critical concerns in the organizational innovation process of ERP adoption.

ERP systems implementation: best practices in Canadian government organizations

Abstract ERP (Enterprise resource planning) systems implementation is a complex exercise in organizational innovation and change management. Government organizations are increasing their adoption of these systems for various benefits such as integrated real-time information, better administration, and result-based management. Government organizations, due to their social obligations, higher legislative and public accountability, and unique culture face many specific challenges in the transition to enterprise systems. This motivated the authors to explore the key considerations and typical activities in government organizations adopting ERP systems. The article adopts the innovation process theory framework as well as the (Markus & Tanis, 2000) model as a basis to delineate the ERP adoption process. Although, each adopting organization has a distinct set of objectives for its systems, the study found many similarities in motivations, concerns, and strategies across organizations.

Optimizing success in supply chain partnerships

Purpose – The purpose of this research is to take an emergent process theory perspective and model the supply chain partnering process as a series of four linked models that correspond to the phases of the partnership lifecycle, from initiation to maturity/termination, and discuss the management issues in those phases critical for optimal success of partnerships. The framework developed in this paper provides a road‐map to manage and optimize realization of partnership benefits.Design/methodology/approach – The “partnership formation to business value” process is described as a series of four linked models that correspond to the phases of partnership lifecycle: foundation, implementation, shakedown, and onwards and upwards. The outcomes of one phase become starting conditions for the next. Thus, decisions and actions in a phase may subsequently increase or decrease the potential for optimal success.Findings – Optimal partnership success is conceptualized and a framework for approaching optimal success in ...

Delineating the ERP institutionalization process: go‐live to effectiveness

– The institutionalization of an organizational innovation, such as an enterprise resource planning (ERP) system, takes place as a continuous adaptation process that includes the development of a support organization, infrastructure, regulations, and norms, as well as the acquired knowledge of the organizational members. This paper aims to provide a structured road map for understanding this complex process and to explain some of the critical issues in institutionalizing ERP in the organization., – Multiple case studies were employed as the research approach. A multiphase design was used to introduce structure to the methodology., – The paper, using a reasonably representative sample, provides valuable insights into the ERP institutionalization process within organizations. It identifies and documents a number of key challenges that organizations face in the three phases of the institutionalization process., – A number of findings from the paper may help managers in successfully institutionalizing ERP systems. The paper identifies 15 key activities and several challenges in executing those activities along with coping strategies that firms employed to face these challenges., – ERP systems mark a major shift in the organizational approach to information systems. The paper uses empirical data from case studies to explore and delineate the ERP institutionalization process in the adopting organizations.

Key issues in managing technology transfer projects

Purpose – This paper aims to explore and illustrate the technology transfer (TT) experiences of a small to medium‐sized enterprise (SME), Rayton Packaging, using the stage‐gate approach to TT as an inquiry lens.Design/methodology/approach – The approach described in this case conceptualizes TT as a process consisting of a set of stages and decision gates.Findings – A TT project cannot be considered to be effective unless it also leads to profitability and growth for the firm. In todays global business setting, TT should be seen only as a component of business strategy and not in isolation as a technology project.Originality/value – This paper describes the stage‐gate approach which has been successfully used for managing new product development programs in large firms.

Challenges in enhancing enterprise resource planning systems for compliance with Sarbanes‐Oxley Act and analogous Canadian legislation

Purpose – This paper aims to examine major challenges faced by companies in enhancing their enterprise resource planning (ERP) systems for compliance with regulatory internal control requirements, specifically those imposed by the Sarbanes–Oxley Act (SOX) of 2002 and analogous Canadian legislation.Design/methodology/approach – Data were collected through case studies of four medium‐sized and large companies that use ERP systems and that have operations in the USA and Canada, thus being subject to SOX and/or similar Canadian regulations.Findings – The companies faced some technical, process and cultural challenges in implementing regulatory control compliance. In all companies, existing ERP systems were not able to meet all control requirements without some modifications or add‐on applications. Control implementations have been long, complicated and costly processes, which are not fully completed. Detailed analyses and documentation of existing systems, controls and processes were required in all companies...

Deer Creek Land Development (DCLD)

Purpose – The purpose of this paper is to describe and analyse the experiences of a small business, Deer Creek Land Developments (DCLD), which has been very successful in negotiating the competitive pressures in a mature industry over time and has built sustainable competitive advantage. The firm has been quite successfully navigating the ups and downs of the market. The case provides an excellent example of how small businesses can open their business models to respond to changes in the external environment, such as an economic downturn, and/or simply to grow.Design/methodology/approach – The paper uses a single case study approach. Detailed interviews of the owner and the manager were used to collect data for the case study.Findings – DCLDs success is found to be hinged on its ability to consistently enhance operational efficiencies, move to higher valuations by adopting an open business model that exploits core in‐house capabilities and those acquired through contractors and partner organizations.Prac...

A process approach to harnessing crowd-sourcing for new product development

Small businesses face several difficulties in raising money for financing their new product development (NPD) efforts. This paper, through a case study, explores and examines the process of using crowd sourcing for financing NPD projects. We analyse the innovative steps taken by a small business to formulate and execute a successful crowd funding campaign. Crowd funding illustrated in this case as a NPD funding approach is a derivative of crowd sourcing. This approach if run successfully, can provide small businesses not only a chance to both display their ideas to their customers and supporters but also receive financial support from them for NPD through small contributions.

Establishing a market niche: the case of Keystrox

Medical transcription as an industry has been facing many challenges including shrinking work volumes which can be attributed to the adoption of technological innovations such as Speech Recognition and Electronic Health Records. This case study illustrates how Keystrox, an international new venture in the medical transcription industry, has carved a niche market which has remained lucrative and well paying despite the downturn and competitive pressures in the transcription industry. Keystrox, after starting up as a general transcription company, has evolved into a highly profitable company by focusing its resources to fulfilling transcription needs of physicians who conduct independent medical examinations (IMEs). This focus has allowed the company to establish a niche market for itself, and grow in a hyper-competitive industry with razor thin margins. The case also demonstrates how start-ups like Keystrox can continue to grow and successfully negate some of the potential impact of shrinking work volumes in the industry by moving up-market and providing additional value added services to their clients.