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Figure 3. ERP assimilation framework
high level of system assimilation even though
its system was still at a stabilization stage. This
wide difference in assimilation level can be at-
tributed to several factors. First, Company D had
a lengthy, successful prior experience with ERP
systems. Second, this company is a subsidiary of
a European multinational company that has been
established in Tunisia for more than 80 years.
Therefore, the values and culture of the Euro-
pean company, including information sharing,
open communication, participation, encouraging
learning and motivation, were deeply rooted and
clearly manifested in its subsidiary.
Figure 3 illustrates the new framework of ERP
assimilation and the influencing organizational,
technological and environmental factors based
on our findings. The figure shows the direct and
important impact of top management support on
the other organizational factors. Similarly, the
figure suggests that amending the reward system
and increasing the benefits for employees and
mainly for the IT/ERP expertise, the retention
rate of these experts would increase. A knowledge
management system would also be a valuable
source of information for both the existing users
and the new comers, as well as for the IT/ERP
expertise. Likewise, the users' training needs
should be continuously assessed and a formal
training program should be considered in order
to ensure the users' satisfaction with the system
and in order to upgrade and update their ERP
knowledge. For the external environment, the
consultants' effectiveness as well as, the coercive
and normative forces are the main factors that
impact the assimilation process. Finally, firms
adopting ERP systems should watch for the
various challenging factors that could hamper
the effective assimilation process. Compared to
the initial research framework, the organizational
culture, the knowledge management system and
the middle managers' involvement in addition
to the challenging factors emerged as additional
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