To the best of our knowledge, extant definitions of Enterprise Resource Planning (ERP) success are not comprehensive, and they do not address all of the most relevant dimensions of this complex issue. Consequently, current ERP success models may lead to deceptive evaluations. Through a rigorous logical shift starting from IS failure, and diverging from classical project management approaches, this paper attempts to define ERP success by means of four factors: Process, Correspondence, Interaction, and Expectation. Results formally integrates the literature gaps and enable the future definition of appropriate measurement items that could steer management practices towards a sounder approach to ERP success.
Framing ERP success from an information systems failure perspective: a measurement endeavor
ZERBINO, PIERLUIGI;ALOINI, DAVIDE;DULMIN, RICCARDO;MININNO, VALERIA
2017-01-01
Abstract
To the best of our knowledge, extant definitions of Enterprise Resource Planning (ERP) success are not comprehensive, and they do not address all of the most relevant dimensions of this complex issue. Consequently, current ERP success models may lead to deceptive evaluations. Through a rigorous logical shift starting from IS failure, and diverging from classical project management approaches, this paper attempts to define ERP success by means of four factors: Process, Correspondence, Interaction, and Expectation. Results formally integrates the literature gaps and enable the future definition of appropriate measurement items that could steer management practices towards a sounder approach to ERP success.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
