Critical success factors and indicators of Enterprise Resource Planning Implementation a model of its impact on business process innovation for B2B Service industry Benedicto L. Avila - 2022 - xv, 141 pages 28 cm.
Thesis (Ph.D.)-- Pamantasan ng Lungsod ng Maynila, 2022.
A dissertation presented to the faculty of the Graduate School of Business—PLM Business School in partial fulfillment of the requirements for the degree Doctor of Business Administration.
Abstract: Using technology in business led to many changes and innovations over the last few decades. To be more competitive in the business, Enterprise Resource Planning (ERP) are deployed. These are big software projects that entail a lot of investments in order to bridge islands of information in businesses, and even extends connectivity directly with business clients, partners and suppliers. Just like any other projects, proper planning is taken to minimize risk of failing in implementation of the ERP deployment. Current studies on ERP implementation focus only either on extracting success factors or success indicators. This study aims to determine the link between success characteristics and indicators that would ultimately contribute to corporate innovation. The scope of ERP implementation is on the use of ERP technology on a Business to Business (B2B) environment. The methodology of the study used correlational design to relate or link variables in testing the hypothesis. The target population includes a cluster sampling of a minimum 111 firms dealing in Business to Business (B2B) services, whose firms should have been implementing ERP systems for at least 2 years. Typical respondent would include mianagers and ERP administrators. The research instrument is a survey questionnaire, using 4-point scale, consisting of questions to measure items listed for factors and indicators. Questionnaire items subjected to validity tests, using Confirmatory Factor Analysis (CFA) and reliability tests using Cronbach Alpha reliability. The researcher included all B2B firms in the data gathering through the survey method. Statistical analysis of data gathered included: 1) percentage table for description of sample distribution, 2) standard/arithmetic mean, 3) structured equation modeling (SEM) to build a model of interconnected connections among variables. The overall “Excellent” level of key success factors concludes that the respondent enterprises provide superb management structure and mechanisms for management support, have superior employee relations policies and internal human relations agencies, and possess outstanding technological capabilities. Similar to the ERP key success factors, the overall level of ERP key success indicators is “Excellent”. This interpretation concludes that the current maintenance of implemented systems, information gathered and disseminated, and service is high quality. Results conclude that current ERP systems contain good features which enhance operations, are as flexible and have high ease of customization and ease of use, provide good data integration, and are reliable for information collection. From the overall “Excellent” level of business innovation, B2B enterprises can distinguish themselves as companies who seek to increase operational value, streamline and execute both delivery and process, and improve their utilization of assets at optimal cost. Importantly, adding value to daily operations is their specialty; however, their cost efficiency is questioned. Thus, it may be said that B2B corporations, similar to many organizations, are plagued with cost management issues. Overall analysis of regression shows that each ERP success factors have positive impact on success indicators. However, management organization support was found not significantly contributing to information quality. Technological capability was not found to have significant effect on service quality. From the standpoint of contrasting the current theory, this study’s empirical evidence suggests that information quality should be reassessed about success factors within ERP organizations. It may also imply that information quality may, by nature, be unaffected by administrative oversight. This research’s empirical finding also dictates that the quality of service given by an enterprise must not be dependent on the hardware capacity of an organization, thus, implying that the technological tools used to streamline business processes do not affect the ability of company employees to deliver high-quality work for its consumers. This further means that the top management must also be aware of other factors affecting information quality and service quality. It can be inferred that technological advance does not resolve everything. Human resource capabilities and organizational culture may compensate for such weakness and therefore an area of improvement.
HD 30.28 / A95