a：Information Technology & Decision Sciences Department, College of Business Administration, University of North Texas, United States
b:Business Information Systems Department, College of Business Administration, Central Michigan University,Mount Pleasant, MI 48859, United States VC++绘图程序课程设计
Abstract ：Most IS research about ERP implementation stops short at system start-up and seldom addresses post-implementation issues. However, ERP implementation is a continuous improvement effort and continued efforts after system start-up will influence the ultimate success of an ERP implemented system.We defined a four-phase ERP refinement model that incorporated knowledge management (KM) into each major implementation phase.This knowledge-enhanced ERP implementation model adds insights when used to investigate ERP success. It also provides practitioners with a guideline for incorporation of KM into their ERP strategy to improve success rates of ERP systems.
Keywords: Knowledge management; ERP; Success; Continuous improvement; Research model
1. Introduction
A great deal of time, efforts, and costs has been directed toward the implementation of enterprise resource planning (ERP) systems. Such systems are beginning to be adopted by many medium to large businesses. Over 60% of the U.S Fortune 500 had adopted ERP systems by 2000 [7,19] and projected spending on ERP adoption was an estimated $72.63 billion [1]. ERP projects are a large investment and commitment by an organization. Their inherent size and scope has often lead to complexities. Research of ERP implementation has mainly focused on their initial start-phase。
There has been little research effort in the area of post-implementation support [20]. Many organizations see the start-up of an ERP system as the final goal instead of a milestone, but many ERP systems have been discontinued 3 months to a year after they were ‘‘successfully’’ completed [17], which shows that a static view of ERP implementation is inaccurate, not strategic, and potentially costly.
ERP implementation 本文来自辣.文,论-文·网原文请找腾讯752018766 and shared in each phase of ERP implementation, as well as post-ERP projects. Due to the size and scope of an ERP system, it therefore becomes a strategic asset of the organization.C++简单变量数据平移方法求出Fibonacci数列的第n项
To understand the process of integrating KM into ERP lifecycle, a model is needed for assessing and validating an organizations’ efforts. As stressed by Nonaka and Konno [11], a knowledge forum, ‘‘Ba’’, is an important platform where knowledge can be shared and new knowledge created. Our research model focused on an organization’s KM execution structure the ‘‘Ba’’ of ERP KM – and how this knowledge structure helps manage knowledge throughout the ERP implementation phases. It addresses both the processes used during the initial creation of knowledge and those processes used to maintain it. Although organizations are becoming more knowledge-focused, fundamental project management methodologies are still needed to embrace KM properly [6]. Systematic incorporation of KM into ERP project management is strategic and critical [16].
We therefore believed that ERP implementation was an enterprise-wide continuous improvement effort which consisted of initial ERP implementation plus a series of post-implementation projects and that to make enterprise systems successful, KM must be incorporated into each implementation phase of ERP imple- mented projects strategically and systematically. The model was established by consolidating knowledge theory [12] with fundamental ERP implementation methodology.2630
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