1.2 REVIEW OF LITERATURE
Many authors have tried to analyse critical success factors from different perspectives and proposed theories and models for understanding CSF’s for ERP implementation .Understanding the views and observations of previous research studies will help in carrying out research on this subject.
Al-Fawaz, KAl-Salti, ZEldabi T,2008[1]:
Al-Fawaz et al; have attempted to identify the main benefits of ERP systems, the drawbacks and the critical success factors for implementation discussed in the relevant literature. They revealed that despite some organizations have faced challenges undertaking ERP implementations, many others have enjoyed the benefits that the systems have brought to the organizations. ERP system facilitates the smooth flow of common functional information and practices across the entire organization. In addition, it improves the performance of the supply chain and reduces the cycle times. However, without top management support, having appropriate business plan and vision, re-engineering business process, effective project management, user involvement and education and training, organizations can not embrace the full benefits of such complex system and the risk of failure might be at high level
Al-Fawaz, KEldabi, TNaseer, A K ,2010 [2]:
The role of critical success factors in ERP implementation have been very nicely elaborated by Al-Fawaz, KEldabi, TNaseer, A K who have focused on the ERP critical success factors from five different perspectives such as: stakeholders; process; technology; organisation; and project. Considering these factors can realize several benefits such as reducing costs and saving time or extra effort
Brent Snideret al, 2009 [3]:
They have tried to identify critical success factors in SME’s by examining case studies of ERP implementation at 5 Canadian firms.They attempted to explain variation between successful and unsuccessful implementations at SMEs, besides explaining factors that appeared to be innovative or counter-intuitive in light of the established literature. They suggested that by identifying relevant CSFs for SMEs, managers can better prioritize implementation efforts and resources to maximize success of ERP implementations.
Christopher P. Holland, Ben Light ,1999 [4]
They have used a case study method to build a theory of ERP implementation in companies.They demonstrated the complex interaction of strategic and tactical factors and showed how these factors affect the final project outcome.They have developed a framework to help managers successfully plan and implement an ERP project for better IT planning and legacy systems management.
Fiona Fui-hoon Nah et al ,2003;[5]:
While many fail to understand the CIO perspective in ERP implementation, Fiona Fui-hoon Nah, et al; have made a brave attempt of understanding critical success factors from the CIO ‘s perspective. They have identified 11 critical success factors , with underlying subfactors, for successful ERP implementation. They have assessed the degree of criticality of each of these factors and found that the 5 most critical factors identified by the CIOs were top management support, project champion, ERP teamwork and composition, project management, and change management program and culture.
HA Akkermans, Helden van K ,2002 [6]:
They have tried to understand the correlation between different critical success factors and how changes in one of them influence the other factors in ERP implementation in the aviation industry.They have presented a case in which poor project performance led to a serious project crisis but this situation was turned around into a success as the list of CSFs employed was found to be helpful and appropri- ate in explaining both the initial failure and the eventual success of the implementation
Kholeif, AAbdel-Kader, MGSherer, M ,2007 [7]:
ERP implementation process is also accompanied by customization .But customization failure canalso lead to chaotic ERP implementation.Kholeif, AAbdel-Kader, MGSherer, M have explained how ERP customization failure is shaped by the interplay between institutionalized accounting practices, conflicting institutions, power relations and market forces.They cast a serious doubt on exporting Western accounting practices and other technologies to countries with different cultures and different stages of economic and political development.
Marinos Themistocleous et al,2001[8]:
During the 1990s, companies focused on the adoption of enterprise resource planning (ERP) systems to solve integration problems. However, ERP systems automate core business activities without solving underlying business structures and processes. As a result a number of disparate applications often coexist with ERP systems. To better understand ERP and application integration (AI) problems, Marinos Themistocleous et al; proposed to identify, analyze and present the problems of ERP systems, as well as examining new approaches for AI. They concluded that ERP systems amplified the need for integration, as existing systems have to be incorporated with ERP applications. AI securely incorporates functionality from disparate applications, and has shown to lead to the development of new strategic business solutions for enterprises. The results of the research confirm AI as a new means of system integration that adds value by placing business logic in the applications network, thus creating a more dynamic information systems infrastructure
Moutaz Haddara, Ondrej Zach,2011 [9]:
Due to the close-tosaturation of ERP adoptions in large enterprises (LEs), ERP vendors now focus more on SMEs. Moreover, because of globalization, partnerships, value networks, and the huge information flow across and within SMEs nowadays, more and more SMEs are adopting ERP systems. Moutaz Haddara, Ondrej Zach have argued that risks of adoption rely on the fact that SMEs have limited resources and specific characteristics that make their case different from LEs. They have tried to shed light on the areas that lack sufficient research within the ERP in SMEs domain, suggest future research avenues that could aid practitioners, suppliers, and SMEs when embarking on ERP projects.( Moutaz Haddara, Ondrej Zach,2011)
Prasad Bingi, Maneesh K. Sharma, Jayanth K. Godla ,1999[10] :
Understanding the critical success factors in ERP implementation also demands that review of note d authors on this topic has to be understood. Many authors(Prasad Bingi et al;) have highlighted the importance of change management in ERP implementation .Implementing an ERP causes massive change that needs to be carefully managed to reap the benefits of an ERP solution. Critical issues that must be carefully considered to ensure successful implementation include commitment from top management, reengineering of the existing processes, integration of the ERP with other business information systems, selection and management of consultants and employees, and training of employees on the new system.