Incorporating Technology Acceptance and IS Success Frameworks into a System Dynamics Conceptual Model: A Case Study in the ERP Post-Implementation Environment

Incorporating Technology Acceptance and IS Success Frameworks into a System Dynamics Conceptual Model: A Case Study in the ERP Post-Implementation Environment

Meg Fryling (Siena College, USA)
DOI: 10.4018/jitsa.2012070103
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Abstract

Like any IT project, the intricacy of Enterprise Resource Planning (ERP) implementations brings with it high risks to the organization because of high upfront costs and low success rates. ERP implementations are not simply software installations but a radical integration and transformation of an organization’s business practices. System acceptance and perceptions of success weight heavily on non-technical forces such as people, processes, policies, and organizational culture. This study employs system dynamics techniques to elicit perceptions regarding system acceptance and success in an ERP post-implementation case study setting. A conceptual model was developed based on various literature streams and structure validation was conducted with ERP experts via semi-structured interviews. The resulting model includes technology acceptance and information system success model concepts as well as theories from related literature. Interview findings and methodology reflections are also discussed in this paper.
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Literature Review

There are unique implications to technology acceptance and information system (IS) success concepts in the ERP environment because the software is implemented by a team comprised of both technical and functional participants (Frantz, Southerland, & Johnson, 2002). Since ERP systems are very different from home-grown legacy information systems and they have their own unique challenges with regard to user acceptance and IS success. Unlike information systems of the past, ERP requires technical and functional communication, collaboration, and active project participation (Appleton, 1997).

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