A Process Model for ERP Upgrade and Replacement Decisions

IF 2.4 Q2 INFORMATION SCIENCE & LIBRARY SCIENCE
Maksim Goman, S. Koch
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引用次数: 3

Abstract

Abstract Background: This paper aims to develop an effective decision making (DM) process for ERP change or replacement. ERP in most organizations constitutes a key critical system of high complexity with many stakeholders. A major change activity for such a system therefore exposes an organization to great risks, and thus should be well organized. Method: A design science approach was chosen for this research. Based on a review of related literature and evidence of the DM process at different companies, a general process of DM for ERP upgrade was designed, and later evaluated and improved through a case study approach. Results: The decision process assumes a model with variables describing characteristics and performance of possible alternatives, and the decision is decomposed into steps with three loops that are executed iteratively. We believe that the findings and approach can be useful both for the immediate problem context and also for other IT-related DM problems. Conclusions: The main outcome is the new process of DM that includes several novel contributions: three main loops of DM, multiple repetition of loops, and possible returns to the starting point.
ERP升级与替换决策的过程模型
摘要背景:本文旨在开发一个有效的ERP变更或替换决策流程。在大多数组织中,ERP构成了一个具有许多利益相关者的高度复杂性的关键系统。因此,这样一个系统的重大变更活动会使组织面临巨大的风险,因此应该组织得很好。方法:采用设计科学方法进行研究。在回顾相关文献和不同公司的DM流程的基础上,设计了一个通用的ERP升级DM流程,并通过案例研究方法对其进行了评估和改进。结果:决策过程假设一个模型,其中包含描述可能替代方案的特征和性能的变量,并且决策被分解为具有三个循环的步骤,迭代执行。我们相信,这些发现和方法对于当前的问题上下文和其他与it相关的DM问题都是有用的。结论:主要结果是DM的新过程,包括几个新的贡献:DM的三个主要循环,循环的多次重复,以及可能返回到起点。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
4.10
自引率
33.30%
发文量
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