The role played by interdependences in ERP implementations: An empirical analysis of critical factors that minimize elapsed time

Authors:
Lluís Santamaría-Sánchez;Manuel Núñez-Nickel;Susana Gago-Rodríguez
Affiliations:
Department of Business Administration, Universidad Carlos III de Madrid, C/Madrid, 126, 28903 Getafe, Madrid, Spain;Department of Business Administration, Universidad Carlos III de Madrid, C/Madrid, 126, 28903 Getafe, Madrid, Spain;Department of Business Administration, Universidad Carlos III de Madrid, C/Madrid, 126, 28903 Getafe, Madrid, Spain
Venue:
Information and Management
Year:
2010

Citing 12
Cited 1

Implementing Enterprise Resource Planning Systems: The Role of Learning from Failure

Information Systems Frontiers
The critical success factors for ERP implementation: an organizational fit perspective

Information and Management
The Trade-off Between Efficiency and Learning in Interorganizational Relationships for Product Development

Management Science
Quality Improvement and Infrastructure Activity Costs in Software Development: A Longitudinal Analysis

Management Science
Understanding the local-level costs and benefits of ERP through organizational information processing theory

Information and Management
A Model of Organizational Integration, Implementation Effort, and Performance

Organization Science
Risk management in ERP project introduction: Review of the literature

Information and Management
Exploring the relationship between software project duration and risk exposure: A cluster analysis

Information and Management
The role of readiness for change in ERP implementation: Theoretical bases and empirical validation

Information and Management
Determinants of ERP implementation knowledge transfer

Information and Management
The contingent effects of management support and task interdependence on successful information systems implementation

MIS Quarterly
Antecedents of knowledge transfer from consultants to clients in enterprise system implementations

MIS Quarterly

Critical success factors in enterprise resource planning systems: Review of the last decade

ACM Computing Surveys (CSUR)

Quantified Score

Hi-index	0.00

Visualization

Abstract

We analyzed the role played by different module types that influence the time spent on an ERP implementation. By using the concept of interdependences together with organizational integration theory, we distinguished between business-support and value-chain modules and affirmed that their respective implementation times would differ. We also highlighted the existence of time-savings and facilitator mechanisms that could reduce the total elapsed time for an ERP implementation with these module types. We found empirical support for our hypotheses by using data from 141 organizations and using econometric duration models. Through contextual, organizational, and project specific controls, our results lead us to the conclusion that value-chain modules take longer than business-support modules to implement. Furthermore, we found empirical evidence of time-savings and facilitator mechanisms in the ERP implementation process.