An Empirical Study on Adoption of ERP on IT and Non-IT Companies in Odisha

Perception On Adoption Of Erp

Before coordinating big business capacities, managers are required to consider various critical issue that will assist them to decide the right ERP solution for their businesses. These include hierarchical changes, individual job responsibilities, and the different ways to deal with ERP implementation. First, managers must take into account the business’s vision and corporate targets. The managers must also consider if they want to carry out a business transformation, and whether they have the capability to roll out any improvements in the business structure and operations. Management needs to select the key business functions and how these could be executed using the ERP solution. The changes to the business functions should not be extreme; otherwise it may cause a reaction from the users (Helo, Anussornnitisarn, & Phusavat, 2008). For small and medium sized organisations, it may be difficult to manage system adoption, depending on the organisational culture. The organisation must be adaptable for the new system to be successful. New hardware and additional technical experts may also be needed for software customization and implementation (Stack pole, 2014). Therefore, organisations need to consider future developments and innovations when using their ERP in an e-business capacity (Helo et al., 2008). People-related issues, for example, corporate management approach, can play an essential part in the ERP adoption. Research shows that top executive backing is crucial to the accomplishment of any system implementation (Skilton & Director, 2010). Official meetings comprising of top executives are carried out to deal with these IT activities. It is especially important for the individuals who know a lot about the 5 operations to be included in these meetings. Everyone should be instructed about the specific ERP product. Such instruction should include the essential ideas behind ERP systems, and also actual screen shots of the modules (Skilton & Director, 2010). During these instructional courses, it is imperative to talk about the administrative issues and to assemble a fundamental comprehension of the ideas for implementing an ERP system. Managers must assume responsibility of the implementation process at all times (Skilton & Director, 2010). They should also direct the reengineering of the key business process, reassign work responsibilities, and rethink social connections. They should also consider how to deal with the ERP product vendors and outside experts. ERP use requires organisations to reengineer their key business process, improving old methods for conducting business, rethinking work responsibilities, and rebuilding the organisation. For major multinational organisations, the ERP systems must be customized to address worldwide issues where diverse countries have distinctive methods and rules. Often, ERP solutions have a Western world view in them, which can be an issue for other cultures. Organisations need to have some formal meetings and surveys in order to make decisions. The vendors also carry out some evaluations to make sure that this ERP is the right choice for the business. They may also explain their clients about the activities to be carried out when upgrading the ERP systems.