Paper Type
Research-in-Progress Paper
Description
In this research in progress paper, we present and discuss an initial empirical evaluation of a model on ERP post-implementation modifications. The theoretical foundation and derivation of a set of propositions from the model were reported recently (citation withheld); it categorises post-implementation modifications to ERP systems and relates it to business process optimisation. While ERP systems can improve the efficiency, effectiveness and flexibility of business processes, the relationship between these measures of business process optimisation and post-implementation modifications is not adequately understood. By drawing on the post-implementation experience of a large Australian manufacturing company, we report several post-implementation modifications, and empirically classify them in light of our model. The model and empirical evidence together provide a convincing theoretical foundation for research into the impact of post-implementation modifications on business process optimisation, an important area for achieving competitive advantage. With empirical evidence (though initial), we are able to support the utility of our model as a useful managerial tool for clarifying differences amongst various modifications and guiding modifications and its implications to deliver business process optimisation.
AN INITIAL EMPIRICAL EVALUATION OF THE INFLUENCE OF ERP POST-IMPLEMENTATION MODIFICATIONS ON BUSINESS PROCESS OPTIMISATION
In this research in progress paper, we present and discuss an initial empirical evaluation of a model on ERP post-implementation modifications. The theoretical foundation and derivation of a set of propositions from the model were reported recently (citation withheld); it categorises post-implementation modifications to ERP systems and relates it to business process optimisation. While ERP systems can improve the efficiency, effectiveness and flexibility of business processes, the relationship between these measures of business process optimisation and post-implementation modifications is not adequately understood. By drawing on the post-implementation experience of a large Australian manufacturing company, we report several post-implementation modifications, and empirically classify them in light of our model. The model and empirical evidence together provide a convincing theoretical foundation for research into the impact of post-implementation modifications on business process optimisation, an important area for achieving competitive advantage. With empirical evidence (though initial), we are able to support the utility of our model as a useful managerial tool for clarifying differences amongst various modifications and guiding modifications and its implications to deliver business process optimisation.