Putting the enterprise into the enterprise system
Harvard Business Review
HICSS '01 Proceedings of the 34th Annual Hawaii International Conference on System Sciences ( HICSS-34)-Volume 8 - Volume 8
Investigating success factors in enterprise application integration: a case-driven analysis
European Journal of Information Systems - Special issue: Making enterprise systems work
Effects of internal support and consultant quality on the consulting process and ERP system quality
Decision Support Systems
Critical success factors for e-learning acceptance: Confirmatory factor models
Computers & Education
The DeLone and McLean Model of Information Systems Success: A Ten-Year Update
Journal of Management Information Systems
Critical factors for successful ERP implementation: Exploratory findings from four case studies
Computers in Industry - Special issue: Current trends in ERP implementations and utilisation
An evaluation framework for higher education ERP systems
WSEAS Transactions on Computers
Proceedings of the South African Institute of Computer Scientists and Information Technologists Conference on Knowledge, Innovation and Leadership in a Diverse, Multidisciplinary Environment
International Journal of Open Source Software and Processes
Theoretical Justification for IT Infrastructure Investments
Information Resources Management Journal
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Literature provides many success and failure stories of technology adoption in business that are often analyzed and discussed in the classrooms. However, when it comes to actual implementation, even academic institutions seem to be committing the same mistakes. This case presents the plan, action, and challenges involved in the e-learning initiative of a newly established institute of higher learning in India. The Institute under discussion partnered with a European university to bring in international standard of education. Its plan was to adopt technology for all its regular courses as well as to launch a fully online Master's degree within the first year of its operation. A team was gathered to set up e-learning in the Institute, which worked with full enthusiasm during the initial months. However, lack of vision and top management support, absence of institutionalized agenda, skeletal team structure and coordination, weak project planning, technology infrastructure, as well as lack of faculty involvement, became the bottlenecks for the e-learning adoption. Gradually, the team got scattered and there after the whole initiative was shattered. The case brings out the critical situations and factors that a brick and mortar educational institution needs to manage when moving on to the e-learning space.