Implication of Knowledge Transfer on Task Performance in ERP System Usage

Implication of Knowledge Transfer on Task Performance in ERP System Usage

R. Rajendran (Sri Ramakrishna Institute of Technology, Coimbatore, India) and Ranga Rajagopal (Acenet Technologies India P. Ltd., Coimbatore, India)
Copyright: © 2014 |Pages: 23
DOI: 10.4018/ijeis.2014100103
OnDemand PDF Download:
No Current Special Offers


The level of success of Information Systems (IS) implemented in various organizations depends on several factors and is better measured through process metrics than project metrics. It is believed that innovative and increased use of the system (deep structure usage) and learning lead to internalization of knowledge. This in turn ensures that IS continuance (post implementation system usage) becomes more dynamic and effective contributing to enhancement in task performance resulting in better business value. A theoretical framework has been proposed based on previous theories and observations from a case study. An approach of mixed method research using multiple case studies and an empirical survey in the Enterprise Resource Planning (ERP) domain has been used to validate a conceptual model. The findings use meta-inference to offer a new dimension in the area of system usage and learning which could be useful to IS practitioners and researchers.
Article Preview

Deriving The Theoretical Framework

The issue of success or failure of Enterprise Resource Planning (ERP) systems has been under discussion for many years. Peslak (2012) studied the level of enterprise resource planning implementation success as well as the effect of company size, level of ownership, and industry. Rajendran and Elangovan (2012) extensively examined the role of external pressures also called institutional isomorphic pressures on ERP adoption and success. They stated that organizations including small enterprises are able to complete various tasks using ERP software, and in the process become reliant on them.

IT investment is not about technology but the way in which it is put to use and harnessed to deliver results. However, most organizations focus on the implementation of technology and not on the expected benefits (Peppard, Ward & Daniel, 2007). By identifying, planning and managing the benefits of technology, organizations can reap the benefits in a reasonable time frame (Peppard & Ward, 2005). Farzaneh et al (2013) propose social, intellectual and technical factors as the main ones that influence a successful ERP implementation.

Complete Article List

Search this Journal:
Open Access Articles
Volume 18: 4 Issues (2022): Forthcoming, Available for Pre-Order
Volume 17: 4 Issues (2021): 2 Released, 2 Forthcoming
Volume 16: 4 Issues (2020)
Volume 15: 4 Issues (2019)
Volume 14: 4 Issues (2018)
Volume 13: 4 Issues (2017)
Volume 12: 4 Issues (2016)
Volume 11: 4 Issues (2015)
Volume 10: 4 Issues (2014)
Volume 9: 4 Issues (2013)
Volume 8: 4 Issues (2012)
Volume 7: 4 Issues (2011)
Volume 6: 4 Issues (2010)
Volume 5: 4 Issues (2009)
Volume 4: 4 Issues (2008)
Volume 3: 4 Issues (2007)
Volume 2: 4 Issues (2006)
Volume 1: 4 Issues (2005)
View Complete Journal Contents Listing