Crossing the chasm between industrial and software companies
Virtanen, Toivo (2016)
Jyväskylän ammattikorkeakoulu
2016
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2016121921042
https://urn.fi/URN:NBN:fi:amk-2016121921042
Tiivistelmä
Very few of the enterprise resource programme implementations put into action manage to meet their requirements satisfyingly yet the critical failure factors as well as critical success factors have been studied very narrowly. The role and the point of view of the employees who use the software has not been studied extensively throughout this operation and possibly holds some answers.
To discover whether there is a gap in understanding from the software developers to the final users of the programme, a thorough inspection into the past research was required to gather a holistic picture. The objective was to define this gap in understanding and define what it would mean if it was there.
The numbers of the failed and struggling implementations of different ERPs are too high to be accountable by the previously claimed issues such as cultural differences, top management support and ERP vendor support. These factors play a big role between complete failures and successful implementations by the vendors’ standards but are still far from the desired benefits desired within the procuring companies.
A possible solution to the issue of implementing and operating an ERP better might lie on the software side of things instead of on the procuring companies. Gamification is a rising topic in many software fields and has already begun to show in the ERPs as well. Future studies are needed to test the real potential this newish field of software promises.
To discover whether there is a gap in understanding from the software developers to the final users of the programme, a thorough inspection into the past research was required to gather a holistic picture. The objective was to define this gap in understanding and define what it would mean if it was there.
The numbers of the failed and struggling implementations of different ERPs are too high to be accountable by the previously claimed issues such as cultural differences, top management support and ERP vendor support. These factors play a big role between complete failures and successful implementations by the vendors’ standards but are still far from the desired benefits desired within the procuring companies.
A possible solution to the issue of implementing and operating an ERP better might lie on the software side of things instead of on the procuring companies. Gamification is a rising topic in many software fields and has already begun to show in the ERPs as well. Future studies are needed to test the real potential this newish field of software promises.