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Student Number 89423007
Author Tu-Pei Yueh(©¨§ù¨K)
Author's Email Address s9423007@cc.ncu.edu.tw
Statistics This thesis had been viewed 4051 times. Download 2826 times.
Department Information Management
Year 2002
Semester 2
Degree Master
Type of Document Master's Thesis
Language English
Title A Study on the Factors Affecting the Success of BPR and ERP Implementation
Date of Defense 2003-06-20
Page Count 53
Keyword
  • Business Process Engineering
  • customization
  • Enterprise Resource Planning
  • mail survey
  • mediator
  • moderator
  • organizational resistance
  • Abstract ERP systems have been proven very difficult to implement given the required large technology investments and the fundamental changes in the way the business operates. Moreover, the accompanying business process reengineering (BPR) creates even greater pressure on the affected functional units and users. However, ERP implementation and BPR are like a double-edge sword in that organizational benefits can be realized if these organizational changes can be well managed.
    This study examines the factors that affect the relationship between the organizational changes caused by both BPR and ERP implementation, and the ERP project success. These factors include moderators such as the adaptation of the organization and ERP, top management commitment, consultant¡¦s service quality, and key users competency, and mediating factor such as organizational resistance. The extent of organizational change from BPR is measured by the gap between as-is and to-be processes, and that from ERP implementation we measure the organizational fit of the selected ERP.
    A mail survey is conducted over the CommonWealth Top 1000 Manufacturers in Taiwan. Out of 143 respondents, 98 firms that have implemented ERP systems are considered valid empirical data for us to test our hypotheses. The research findings show that the primary relationship in our model is statistically significant, that is, the larger the gap between as-is and to-be processes and the less the organizational fit of ERP, the less is the ERP project successful. A highly fit ERP system can produce better ERP project results when organizational resistance can be reduced. But if the ERP doesn¡¦t fit with the organization enough, the more effort spent on adaptation, either changing business process or customizing ERP, the project would be more successful. Adaptation can also help improve the positive relationship between the process gap and the ERP project success. Top management commitment also helps improve the positive relationship between the organizational fit of ERP and the project success. But highly competent key users are helpful only for the predictor of process gap.
    Table of Content CHAPTER 1. INTRODUCTION1
    1.1 RESEARCH MOTIVATION1
    1.2 PURPOSE OF THE STUDY1
    1.3 OVERVIEW OF THE CONTRIBUTIONS2
    1.4 THESIS STRUCTURE3
    CHAPTER 2. LITERATURE REVIEW4
    2.1 OVERVIEW OF ERP SYSTEMS4
    2.1.1 History of ERP4
    2.1.2 Critical Success Factors4
    2.2 BPR VERSUS ERP IMPLEMENTATION5
    2.2.1 Misfits5
    2.2.2 Customizing ERP6
    2.2.3 Business Process Reengineering8
    2.3 ERP SUCCESS EVALUATION8
    2.3.1 IS success model9
    2.3.2 ERP Project success9
    CHAPTER 3. RESEARCH METHOD10
    3.1. RESEARCH MODEL10
    3.1.1 ERP Success10
    3.1.2 Organizational resistance11
    3.1.3 Business process gap11
    3.1.4 Organizational fit of ERP11
    3.1.5 Process adaptation and ERP adaptation12
    3.1.6 Key persons12
    3.2. RESEARCH HYPOTHESES13
    3.2.1 Misfits and ERP success13
    3.2.2 Mediating effect of organizational resistance13
    3.2.3 Interactions of ERP adaptation with misfits14
    3.2.4 Interactions of process adaptation with misfits14
    3.2.5 Interactions of top management commitment with misfits15
    3.2.6 Iinteractions of consultant service quality with misfits15
    3.2.7 Interactions of key user competencies with misfits16
    3.3 RESEARCH VARIABLES16
    3.3.1 Business process gap16
    3.3.2 Organizational fit of ERP17
    3.3.3 Organizational resistance17
    3.3.4 ERP and business adaptation17
    3.3.5 Key persons18
    3.3.6 ERP success18
    3.4 DATA COLLECTION19
    3.5 STABILITY TEST20
    CHAPTER 4. DATA ANALYSIS21
    4.1 CHARACTERISTICS OF THE RESPONDENTS21
    4.2 VALIDITY AND RELIABILITY ANALYSIS23
    4.2.1 Validity23
    4.2.2 Reliability30
    4.3 RESULTS OF HYPOTHESIS TESTING30
    4.3.1 Basic relationship30
    4.3.2 Testing the moderator variables32
    4.3.2.1 Business process gap as the predictor33
    4.3.2.2 Organizational fit of ERP as the predictor34
    4.3.3 Testing the mediator variable35
    4.3.4 Multiple predictor variables38
    4.3.4.1 Interacting with business process gap38
    4.3.4.2 Interacting with organizational fit of ERP40
    4.4 SUMMARY43
    CHAPTER 5. CONCLUSION AND DISCUSSION45
    5.1 SUMMARY OF RESULTS45
    5.2 LIMITATIONS OF RESEARCH FINDINGS46
    5.3 DIRECTIONS FOR FUTURE STUDIES47
    CHAPTER 6. REFERENCE48
    APPENDIX. QUESTIONNAIRE50
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    Advisor
  • Chin-Yuan Ho(¦ó¹t»·)
  • Files
  • 89423007.pdf
  • approve immediately
    Date of Submission 2003-07-11

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