Enterprise Resource Planning (ERP) systems success: impact of employees’ perceptions and satisfaction on expected benefits in a manufacturing setting
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Author(s)Vukani Cosmos XuluLink to ORCID Index: https://orcid.org/0000-0001-8864-5492
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Sachin SuknunanLink to ORCID Index: https://orcid.org/0000-0002-7296-8059
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DOIhttp://dx.doi.org/10.21511/ppm.18(2).2020.38
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Article InfoVolume 18 2020, Issue #2, pp. 466-475
- 1308 Views
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427 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
The benefits that Enterprise Resource Planning (ERP) systems can offer organizations are the primary reason behind their popularity. However, employees` satisfaction is one of the factors that affect ERP system benefits, while employees` expectations of such systems affect their satisfaction. The study aimed to identify and investigate how employees’ expectations of the general benefits from ERP systems influence employees` satisfaction and actual benefits derived. The study was performed in a manufacturing organization, and data collection entailed a quantitative questionnaire, targeting an entire population of 80 employees (ERP users). The study obtained a 66% response rate, and quantitative data analysis techniques were used. The study found out that users with high expectations were more dissatisfied and not benefiting from the ERP system compared to those with low expectations. Users with more experience did not find the ERP system very challenging compared to the users who had less experience. The Chi-square test of independence implied that the general expectations that users had on ERP systems did not affect their satisfaction (7.965, p = 0.241). Besides, there was a relationship between general expected benefits from an ERP system and the actual benefits of using it (19.342, p < 0.013). Furthermore, a moderate and significant relationship between actual benefits derived and user satisfaction was found (.451**, p < 0.001). The study concludes that there is a relationship between employees’ expected benefits, employees` satisfaction, and actual benefits derived from ERP systems.
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JEL Classification (Paper profile tab)M15, D25, E22
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References27
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Tables4
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Figures3
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- Figure 1. Conceptual framework developed from DeLone and McLean IS success model
- Figure 2. General expectations perceived and actual benefits derived
- Figure 3. General expectations and user satisfaction
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- Table 1. Total variance explained
- Table 2. Chi-square tests between general expected benefits and user satisfaction
- Table 3. Chi-square tests between general expected benefits and actual benefits
- Table 4. Correlations matrix
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The resource-based view: a tool of key competency for competitive advantage
Akwesi Assensoh-Kodua
doi: http://dx.doi.org/10.21511/ppm.17(3).2019.12
Problems and Perspectives in Management Volume 17, 2019 Issue #3 pp. 143-152 Views: 3822 Downloads: 893 TO CITE АНОТАЦІЯThe increasing turmoil in the external organizational setting or business environment has focused attention on capabilities and resources as the primary source of competitive advantage. Obviously, this statement points to the application of the resource-based view (RBV) of organizational management. Nevertheless, what constitutes RBV remains an illusion in many quarters of organizational management, as scholars have managed to put up their personal ideas, and managed to converge on phenomenon-driven theories, in addition to RBV. This paper reviews the concepts of RBV in light of knowledge management to highlight some critical pitfalls that might have eluded the research community on the subject matter of RBV. To this end, this paper’s educational value lies in the fact that it simplifies the concept of RBV to the new researcher in a fashion that is capable of appealing to his or her level. A cross-sectional qualitative research approach was employed in an effort aimed at understanding the role of RBV in creating a sustainable competitive advantage and key competencies. A total of 20 relevant articles were searched from different databases and search engines, including Scopus, EBSCO, ABI Inform, IEEE, PubMed, Science Direct, SABINET, IEEE, Bing, Science Direct, and Google Scholar. The findings indicate that RBV plays an important role and assists organizations not only create, nurture, and maintain competitive advantage, but also understand the collective resources needed to compete favorably in a globalized and highly competitive market. With expert knowledge workers at its core to provide support for knowledge creation, sharing, and utilization, the RBV principles discussed in this paper promise to guarantee a methodological step geared towards the achievement of competitive advantage. It, therefore, makes an incremental contribution to the RBV to attain modest improvement in organizational settings.
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Jarmila Horvathova 
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Martina Mokrisova ,
Lucia Dancisinova
doi: http://dx.doi.org/10.21511/imfi.15(2).2018.26
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Relationship between bank competition and stability: the case of the UK
Alau Zhanbolatova , Sayabek Ziyadin ,
Kairat Zhumanov ,
Almagul Jumabekova
doi: http://dx.doi.org/10.21511/bbs.13(1).2018.10
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