Promoting successful ERP post-implementation: a case study

Date12 August 2019
Published date12 August 2019
AuthorMohamad Abu Ghazaleh,Salam Abdallah,Abdelrahim Zabadi
Promoting successful ERP
post-implementation: a case study
Mohamad Abu Ghazaleh,Salam Abdallah and Abdelrahim Zabadi
Abu Dhabi University, Abu Dhabi, United Arab Emirates
Purpose Despite the importance of post-implementation activities to support the successof an enterprise
resource planning (ERP) system, there has been a lack of research into the factors that inuences post-
implementationsuccess. Accordingly, this paper aims topresent a case study on a public service organization
operating in an emerging market economy, namely, the United Arab Emirates in the ERP post-
implementation phase to understandthe internal forces within the organization that inuences ERP system
Design/methodology/approach A qualitative method using focus group discussions (FGDs) was
conducted based upon IT data from the rm and interviews with IT staff, business users and executive
managementto identify system usersperceptions in post ERP.
Findings The authors posit that the internal organizational forces of ongoing support, system user
interactionsand stakeholder views signicantly affect post-implementationcapabilities and user satisfaction.
Research limitations/implications IT professionals and stakeholders believe that identication of
the factors determining post-implementation ERP capabilities anduser satisfaction should not be limited to
specic practices.
Practical implications This study provides insightsthat can assist CIOs and ERP professionals in the
service industry to examine the extent of obstructions to post-implementation capabilities that will impact
system usersatisfaction.
Originality/value Use of FGDs to explore the impact of ERP capabilitiesupon system user satisfaction
in the service sector. The study is one of the rst that utilizesTechnological frames of reference (TFR) theory
in studyingERP post-implementation.
Keywords User satisfaction, ERP effectiveness, Technological frames of reference theory,
Enterprise resource planning (ERP), Post-implementation
Paper type Research paper
1. Introduction
Enterprise resource planning (ERP) systems are complex information systems that
integrates information from all business areas within a rm, and many modern
organizations are making signicant investments in ERP systems (Althonayan and
Althonayan, 2017). ERP project life cycle progress through four phases: conceptualization,
planning, execution and termination (Rosacker and Olson, 2008). While The Post-ERP is a
stage after the ERP system is implemented, and is concerned with the system usage,
maintenance and continuous support and improvement (Hsu et al., 2015). An ERP is an
extended software system that integrates a number of business operations, such as supply
chain, nance, sales, human resources, budgeting, customer service activities and
manufacturing (Weinrich and Ahmad, 2009;Shatat, 2015;Saatcioglu, 2007). Optimaluse of
an ERP system is considered to represent one of the most important ways to enhancing a
rms competitiveedge, productivity and performance (Barki et al.,2008).
ERP provides decision makers an extensiverange of information that assists them in the
decision-making process, yielding competitive advantage. Because it integrates all aspects
Received27 May 2018
Revised26 November 2018
Accepted22 August 2019
Journalof Systems and
Vol.21 No. 3, 2019
pp. 325-346
© Emerald Publishing Limited
DOI 10.1108/JSIT-05-2018-0073
The current issue and full text archive of this journal is available on Emerald Insight at:
of business operation, adopting an ERP system can be expensive, complicated and time-
consuming during the post-implementationand sustainability phases (Pan et al., 2011). More
than two-thirds of ERP systems projects fail despite their potential benets (Chang et al.,
2008). Firms are encountering serious technological, organizational and cultural challenges
during the adoption and implementation of new IT (Dasguptaet al.,1999). Previous reports
on problems in ERP implementation clearly suggest that these problems are not only
technical in nature butalso encompass wider behavioural factors (Skok and Doringer,2001),
and involving users in implementation process is one of the most effective methods for
obtaining a successfuland sustainable ERP implementation (Barki et al.,2008). Accordingly,
rms need to understand the system implementation from usersperspectives to prepare
their employees to learn how to make good use of the new technology to gain tangible
benets and face potentialchallenges (Chang et al., 2008).
Moreover, companies are still encountering numerous problems and challenges in the
post-implementation phase (Peng and Nunes, 2017). Implementation of ERP systems in
rms in emerging markets tends to encounter certain problems more often than in
industrialized countries(Xue et al.,2005). Thus, it is important to realize the inuence of the
different factors inuencing the post-implementation success of ERPs in an emerging
market such as the UnitedArab Emirates (UAE). While previous researchhas addressed the
critical success factors for ERP during the implementation stage, little if any has identied
the internal organizational factors affecting post-implementation made by the business
users, IT staff, and top management in post-implementation in the context of a service
company in the UAE and most has been limitedto a certain organizational level. Based on a
review of the existing literature, the present in-depth case study was conducted to identify
the internal organizational factors affecting post-implementation made by the business
users, IT staff, and top management in post-implementation in the context of a service
company in the UAE. Indeed, investment in post ERP still poses challenges due to the
missing links amonguser satisfaction, internal forces, and organizationalperformance.
1.1 Signicance of the study
The results of the present study may assist rms adopting ERP systems to maximize the
value of their functional ERP systems. In recent years, there has been increased research
interest regarding ERP implementation, but the existing research lacks insights into the
post-implementation phase (Singh et al.,2010). The present work partially lls this gap by
researching the factors affectingthe post-implementation value of ERP systems. This study
includes a post-implementationstudy of a recently implemented ERP system to ascertainits
efciency and sustained competitive advantage from the usersandstakeholderspoints of
view, but goes beyond merely identifyinghow ERP systems can benet an organization.
Moreover, the signicance of our study lies in in exploring how the perceptions and
attitudes of key players in the organization inuence the post-implementation success of
ERP systems, by considering all inuential factors (i.e. technological, organizational and
individual factors) in the post-implementation phase. This research has implications for
CIOs and organizations. Also, this study can help decision makers to explore the possible
risks that may inuencethe implementation and suitability of ERP systems.
1.2 Research question
The purpose of this qualitative case study research was to identify factors that may
inuence the post-implementationquality of an ERP system for executive management at a
service organization. This study was driven by exploring and assessing the potential

To continue reading

Request your trial

VLEX uses login cookies to provide you with a better browsing experience. If you click on 'Accept' or continue browsing this site we consider that you accept our cookie policy. ACCEPT