Impact of an ERP system’s capabilities upon the realisation of its business value: a resource-based perspective

Dataset that shows organizational complexity as a key enabler for business model innovation using enterprise resource planning

An empirical study was conducted to find the role of the Organizational Complexity (OC) on the Business Innovation Model (BMI) when companies are using an Enterprise Resource Planning (ERP). Three different profiles were contacted in the companies (General Manager, Information Technology Manager and Purchasing Manager). A data collection process through a questionnaire survey was conducted, 132 informants participated in the study, however, 28 of them reported they were not using an ERP in their company. Valid data from 104 enterprises dealing with BMI and simultaneously had implemented an ERP software solution participated to the questionnaire. The scales used for the questionnaire of this study were previously validated in the literature and measured aspects such as the ERP use and perceived usefulness, the organizational complexity and costs and revenues of the business model innovation. All constructs accomplish the validity and reliability commonly accepted. This dataset could be specially useful for conduct multi countries studies to compare results about the impact of Organizational complexity on Business Model Innovation for those companies using and Enterprise Resource Planning (ERP).

The Impact of Dynamic Accounting Information System on Organizational Resilience: The Mediating Role of Business Processes Capabilities

For decades, one of the main concerns of both practitioners and academics has been the business value of dynamic accounting information systems (DAIS). A number of studies have demonstrated the positive effects of information systems capability on overall organizational performance, but our understanding of the business processes capabilities through which such gains are achieved remains limited due to a lack of focus on the turbulent business environment. As a result, the research on information systems continues to debate such a connection. The role of business process capabilities in modulating the link between dynamic AIS capability and organizational resilience was investigated in this study. Our results show that, while firm-wide dynamic AIS capability has characteristics of flexible AIS, complement BI system, and AIS-related human resource competency, the impact on organizational resilience is positively affected by mediation of business process capabilities based on 144 matched questionnaires selected from large companies from various sectors listed on the Bursa Malaysia. Our results also suggest that dynamic AIS capability has an impact on organizational resilience. According to the Resource-Based Theory (RBT) and dynamic capabilities view (DCV) viewpoints, there is a link between dynamic AIS and business process capacity to improve organizational resilience. The findings strongly support the claim that an organization’s dynamic AIS capabilities—both flexible AIS, complementary business intelligence (BI) system, and AIS-related human resource competency—can help an organization improve its resilience. This research’s practical and theoretical ramifications as well as its limitations are examined.

Critical internal organization’s forces influencing sustainability of post ERP in UAE service industry

Purpose

Despite the wide recognition of enterprise resource planning’s (ERP’s) multiple uses, little research has examined the internal forces that influence success after ERP implementation in the service industry. This study aims to identify the factors influencing post-implementation ERP capabilities (PERPC) and improving post-implementation sustainability and user satisfaction (PERPSUS). Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) are used for this, with advance managed outsourced solutions (AMOS) and an entanglement view of all firm ERP users.

Design/methodology/approach

A theoretical model is created to explain internal organizational factors impacting post-implementation ERP sustainability and user satisfaction. Data were collected from 152 executive ERP users in two organizations in the UAE. Two CFA models were created.

Findings

The results show that adoption by internal organizational forces leads to more sustainable post-implementation ERP. A 69 per cent variance in user satisfaction and post-implementation ERP sustainability was found through a PERPC model and its dimensions, which are significantly highly correlated.

Research limitations/implications

ERP professionals and stakeholders believe that identification of ERP capabilities (ERPCs) and user satisfaction must be multi-dimensional.

Practical implications

CIOs and ERP professionals could use these results to increase the success of ERP in the service industry, and they can support the inclusion of post-implementation ERP practices.

Originality/value

Using AMOS, this paper explores the role of ERPCs in system sustainability and user satisfaction in the service sector, utilizing stakeholder perspectives and an entanglement view of ERP users in the service industry.