Assessing ERP Learning (Management, Business Process, and Skills) and Attitudes

Assessing ERP Learning (Management, Business Process, and Skills) and Attitudes

Timothy Paul Cronan (Department of Information Systems, Sam M. Walton College of Business, University of Arkansas, Fayetteville, AR, USA) and David E. Douglas (Department of Information Systems, Sam M. Walton College of Business, University of Arkansas, Fayetteville, AR, USA)
Copyright: © 2013 |Pages: 16
DOI: 10.4018/joeuc.2013040104

Abstract

Critical to successful implementation and maximizing the potential benefits of enterprise resource planning (ERP) systems are knowledgeable and skilled users. Effective training for the required knowledge and skills is both difficult and challenging. Focusing on the assessment of ERP learning, this research develops learning constructs based on Kang and Santhanam’s (2003-4) collaborative application learning model. A valid and reliable ERP learning instrument that can be used to measure ERP learning and attitudes toward ERP is presented. The ERP learning instrument consists of three constructs (16 items) to measure ERP learning (business process knowledge, enterprise systems management knowledge, and transaction skills) as well as measures of attitudes toward ERP (instrument available from the authors at no cost) . The results of the study indicate that an ERP simulation game enhanced student learning and influenced student attitudes toward an ERP system.
Article Preview

In response to rapidly increasing competitive pressures and significant uncertainty in the current business environment, organizations are increasingly moving toward integrating their functional processes as a major strategy in information systems. In the past few years, ERP systems have had a significant impact on business organizations (Liang, et al., 2007). Consequently, universities and corporate training programs have incorporated some of the commonly used ERP systems (e.g., SAP, Oracle and Microsoft Dynamics) into curricula and training (Hayen & Andrea, 2003; Antonucci et al., 2004). This is primarily a result of the ever-increasing use of ERP and enterprise systems as a significant component of the business. These large commercial software packages enable the integration of transaction-oriented data and business processes throughout the organization (Brehm et al., 2000). ERP systems were developed to replace functional information systems, which typically operate in silos within an organization and generate inefficiencies and inconsistencies due to their lack of integration. Even with widespread adoption of ERP, new implementations continue to have challenges and failures (Momoh, 2010)1. These failures underscore the need for education and training.

Complete Article List

Search this Journal:
Reset
Open Access Articles: Forthcoming
Volume 31: 4 Issues (2019): Forthcoming, Available for Pre-Order
Volume 30: 4 Issues (2018)
Volume 29: 4 Issues (2017)
Volume 28: 4 Issues (2016)
Volume 27: 4 Issues (2015)
Volume 26: 4 Issues (2014)
Volume 25: 4 Issues (2013)
Volume 24: 4 Issues (2012)
Volume 23: 4 Issues (2011)
Volume 22: 4 Issues (2010)
Volume 21: 4 Issues (2009)
Volume 20: 4 Issues (2008)
Volume 19: 4 Issues (2007)
Volume 18: 4 Issues (2006)
Volume 17: 4 Issues (2005)
Volume 16: 4 Issues (2004)
Volume 15: 4 Issues (2003)
Volume 14: 4 Issues (2002)
Volume 13: 4 Issues (2001)
Volume 12: 4 Issues (2000)
Volume 11: 4 Issues (1999)
Volume 10: 4 Issues (1998)
Volume 9: 4 Issues (1997)
Volume 8: 4 Issues (1996)
Volume 7: 4 Issues (1995)
Volume 6: 4 Issues (1994)
Volume 5: 4 Issues (1993)
Volume 4: 4 Issues (1992)
Volume 3: 4 Issues (1991)
Volume 2: 4 Issues (1990)
Volume 1: 3 Issues (1989)
View Complete Journal Contents Listing