• 한국정보시스템학회지:정보시스템연구
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• 제16권4호
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• pp.75-106
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• 2007

The purpose of this research is to identify a mediating effect of change management activity(CMA) on the relationships between the role of participants of ERP implementation and system performance. In this paper the role of participants are composed of top's management, user's participation, project manager's skill. Also this research organized ERP system performance into the three dimensions(adaptation to the end-user's ERP system, system usage, individual's performance). The major results of this research can be summarized as follow; project manager's role, top management's involvement, and users' participation in ERP project directly affect CMA of system implementation process and have influence system performance through CMA too. CMA also has a positive effect on a series of system performance, that is, adaptation to the end-user's ERP system, system usage, and individual's performance. In conclusion, the role of participants have an considerable influence upon system performance through CMA. This research makes certain that a mediating effect of CMA between the role of participants and system performance exists. Therefore, the companies implementing ERP must consider CMA.

• 경영과정보연구
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• 제29권1호
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• pp.177-205
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• 2010

본 연구의 주목적은 기업의 변화관리 특성과 ERP 구현성과간의 관계를 실증적으로 분석해 보는 것이다. 추가적으로, 본 연구에서는 변화관리 특성과 ERP 구현 성과간의 관계에 있어 상황변수로서 조직특성의 조절효과 존재여부에 관한 검정을 실시하였다. 연구목적의 효과적인 달성을 위하여 본 연구에서는 ERP 시스템을 도입한지 1년 이상이 경과한 기업들의 ERP 시스템 담당자를 대상으로 설문조사를 수행한 결과, 총 148부의 자료가 수집되었다. 선행연구에 대한 폭넓은 검토 결과를 토대로 ERP 구현성과에 긍정적인 영향을 미치는 변화관리 특성으로 최고경영자의 관심과 지원, 현업 사용자 참여도, 컨설턴트 지원 적정성, 교육훈련 정도, 커뮤니케이션 정도 등의 다섯 가지 요인을 도출하였으며, 변화관리 특성과 ERP 구현성과간의 관계에 있어 유의미한 조절역할을 할 것으로 예상되는 조직특성으로 공식화와 집권화의 두 가지 요인을 도출하여 연구모형을 구축하였고, 각 변수들 간의 관계에 관한 연구가설을 수립하였다. 본 연구의 가설검정 결과를 요약해 보면 다음과 같다. 첫째, 최고경영층의 관심과 지원, 컨설턴트 지원 적정성, 교육훈련 정도, 커뮤니케이션 정도 등의 네 가지 요인이 내부적 성과에 긍정적인 영향을 미치는 것으로 밝혀졌다. 둘째, 컨설턴트 지원 적정성과 교육훈련 등의 두 가지 요인이 외부적 성과에 긍정적인 영향을 미치는 것으로 밝혀졌다. 마지막으로, 공식화와 집권화를 포함한 조직특성이 변화관리 특성과 ERP 구현성과간의 관계에 있어 부분적인 조절효과를 가지는 것으로 나타났다. 본 연구의 분석결과를 통하여 ERP 구현성과의 극대화를 위해 주안점을 두고 관리해야 할 변화관리 특성요인을 구체화하였고, 조직의 구조적 특성에 따른 적절한 변화관리 활동의 중요성을 확인할 수 있었다는데 의의가 있다.

• Journal of Information Processing Systems
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• 제12권1호
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• pp.169-181
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• 2016

Organizations in some industries are still hesitant to adopt the Enterprise Resource Planning (ERP) system due to its high risk of failures. This study examined how industry classification affects the successful implementation of the ERP system. To achieve this goal, we reinvestigated the existing ERP Success Model that was developed by Chung with the data from various industry sectors, since Chung validated the model only in the engineering and construction industries. In order to test to see if the Chung model can be applicable outside the engineering and construction industries, the relationships between the ERP success indicators and the critical success factors in the Chung model and those in the sample data collected from ten different industry sectors were compared and investigated. The ten industry sectors were selected based on the Global Industry Classification Standard (GICS). We found that the impact of success factors on the success of implementing an ERP system varied across industry sectors. This means that the success of ERP system implementation can be industry-specific. Thus, industry classification should be considered as another factor to help IT decision makers or top-management avoid ERP system failures when they plan to implement a new ERP system.

• International Journal of Quality Innovation
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• 제4권1호
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• pp.160-174
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• 2003

This study researched an enterprise resources planning (ERP) implementation project at a printed circuit board (PCB) manufacturer. In depth research was achieved by participating and observing in an implementation project at an actual PCB manufacturer. It is hoped that this study will contribute a valuable reference resource for future PCB manufacturers that wish to select or implement ERP systems. The first step in implementing ERP software is to set a clear target. At the same time, the tasks of each department and the system of cooperation between departments must be clearly defined. In this way, the cycle time of each flow and the accuracy of data will both be improved. In order to ensure smooth implementation of an ERP project, the followings are key factors: (1) an ERP system that suits the PCB industry; (2) effective project management; (3) effective project cost/budget control; (4) project problem management system; (5) comprehensive implementation method and information technology (IT), etc. By keeping to these principals, Company A achieved rapid transactions, and lower total cycle times and inventory levels, and other such benefits that had been predicted.

• Asia pacific journal of information systems
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• 제12권2호
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• pp.137-162
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• 2002

As the ERP system become recognized as a strategic weapon of a firm, the way how to implement the system successfully has been an important issue for both practitioners and the academic community. The objective of this research is to identify the critical success factors influencing the implementation of the ERP system and to suggest the tasks to be considered first for the effective implementation of the system. The results from the analysis of data collected from the 169 firms among those which have implemented either the Oracle package or the SAP package in Korea are as follows. The important factors for the successful implementation of the ERP system include the strength of rivalry among competing firms; the degree to which information systems are matured; the information systems strategy of a firm; the support and concern from the top; and the technical openness between the ERP system and the legacy system such as network, hardware, and software. The tasks to be considered first for the effective implementation of the ERP system cover the same degree of feeling between labor and management on the threat to survive; the formulation of information systems strategy at the strategic level; CEO's strong will and resolution; the process automation and informatization of a firm; and the infrastructure including intranet and databases.

• The Journal of Asian Finance, Economics and Business
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• 제9권5호
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• pp.239-250
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• 2022

A business's Enterprise Resource Planning (ERP) solution is software that fully integrates the services that businesses require, continuously updates business processes and department operations in real-time, and so aids in the successful management of enterprise resources. Previously, ERP solutions were often deployed for large enterprises, but along with the strong digital transformation process, many small and medium enterprises have been deploying Cloud ERP (CERP) solutions. The objective of the study is to measure the factors affecting the successful implementation of CERP solutions at small and medium enterprises and the impact of successful implementation of CERP solutions on business process re-engineering and enterprise performance. Using a quantitative method based on data collected from 230 small and medium enterprises in Vietnam that have been implementing CERP solutions, the results show that there are 5 factors affecting, which are Organizational ERP Strategic, Top management Commitment, Data Security, Training in ERP Projects, Organizational Culture. Research results also show that Successful implementation of CERP has a direct impact on business process re-engineering and business performance. Based on the results, the study has made a number of policy implications in the successful implementation of CERP towards re-engineering business processes to improve the performance of small and medium enterprises.

• Journal of Information Technology Applications and Management
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• 제10권1호
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• pp.61-70
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• 2003

Many enterprises have implemented packaged enterprise resource planning (ERP) solutions rather than system development on the promises of feasible strategic benefits. Typical feasible benefits include adoption of global standards and processes through a proven integrated system, continuous version upgrading by vendors, and thus the easiness of system maintenance. The objectives of this research are to identify what makes a post-implementation success of ERP system and to figure out the critical issues and factors for the successful upgrade of packaged ERP systems. This case study was conducted based on five different organizations that have experienced system upgrade implementation. Success factors of ERP system upgrade include (1) clear statement of upgrade goals, (2) good coordination and communication among the implementation partners, (3) thorough management of customization and maintenance history including documentation, (4) Planning of system requirements of higher version, and (5) redefinition of role between business departments and IT department.

• 한국컴퓨터정보학회논문지
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• 제6권1호
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• pp.130-138
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• 2001

프로젝트를 성공적으로 수행하기 위한 ERP시스템의 구축은 학자마다 여러 단계를제시하고 있으나 아무리 구체화된 계획을 가지고 출발하더라도 ERP시스템를 구축하다 보면시스템을 사용하기도 전에 여러 가지 문제점과 장애물에 직면하게 된다. 따라서 ERP를 구축하는 데 발생할 수 있는 문제점을 최소화하기 위하여 실제 컨설팅회사의 벤치마킹의 자료를 근거로 3가지 쟁점에서 나타나는 12가지의 변인을 가지고 ERP프로젝트의 단계별 모델을개발 제시하였다. 여기서 실제사례의 주요 내용을 6단계 기준에서 분석하고 나아가 전 과정을 집행하기 전에 비용과 시간을 절약하기 위한 몇 가지 주요 기준과 선택적 요인을 기술하며 나아가 단축되고 빠른 방법의 단계별 모델도 축소화하여 제시하고자 한다.

• 한국산업정보학회논문지
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• 제15권5호
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• pp.287-298
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• 2010

As business needs are accelerating exponentially due to globalization and other market forces, companies regardless of its size need data which can operate flexibly and rapidly across disappearing physical and organizational borders. To meet the growing Enterprise Resource Planning [ERP] needs for small and medium sized firms, large ERP vendors have introduced new and inexpensive products to these markets. They can customize to businesses of all sizes as long as they have the need for the services and the budget to support the system. Based on the observations in this research, most ERP vendors, regardless of their size, are now focusing more on improving the implementation curve and reporting capabilities through compartmentalizing business applications along industry verticals. Also ERP systems are becoming more open thereby consultants and subject matter experts now have the opportunity to create modules based upon verticals to form a best-of-breed ERP implementation. of enterprises.

• 경영정보학연구
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• 제10권3호
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• pp.111-132
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• 2008

전사적자원관리(enterprise resource planning: ERP)의 효과적 구축을 위해서는 다양한 요소들의 상호작용이 필수적임에도 불구하고 이들 요소들간의 상호작용에 대한 연구는 그간 개별적으로 이루어져 왔다. 이러한 한계점을 극복하기 위해 본 연구에서는 이러한 요소들이 어떻게 상호작용하고 이러한 상호작용이 효과적인 전사적자원관리의 구축에 영향을 미치는가를 전체적인 관점(holistic perspective)에서 파악하기 위한 연구모형을 제안하고자 한다. 특히, 본 연구는 가치 창출을 위한 자원준거이론(resource based theory), 전략형성 프레임웍(strategy formulation framework), 동적자원관리(dynamic resource management) 모형을 기반을 어떻게 자원의 번들링(bundling) 프로세스와 역량의 레버리지(leverage) 프로세스가 전사적자원관리의 효과적 구축에 영향을 미치는가에 초점을 두고자 한다. 제안된 연구모형은 호주의 항공산업에 속한 기업을 대상으로 사례연구를 수행하여 검증하였다. 사례연구 결과 효과적 역량 구축을 위한 자원의 번들링 프로세스와 효과적 전사적자원관리의 구축을 위한 역량의 레버리지 프로세스의 중요성을 파악할 수 있었다. 본 연구 결과는 자원간 그리고 역량간 상호작용의 중요성을 명시함으로써 효과적 전사적 자원관리를 위한 가이드라인을 제공할 수 있을 것으로 기대된다.