Conclusions

This study is one of the first attempts at empirical research, in the domain of ERP implementation in India. Therefore the emphasis of this study has been on enhancing the quality and level of understanding of the phenomenon at a conceptual level. The major theoretical contribution of the study is that it presents a general conceptual framework through which issues related to ERP implementation in Indian organizations can be analyzed and the relevant aspects addressed, by individual companies. The generality of the framework has been further enhanced because of the number of industries covered in the study. The framework can hence be used for organizations in other developing societies, too. The model also has practical implications for managers planning and implementing the software. These implications have been derived from specific aspects of the different stages. Relevant management strategies for controlling the ERP adoption process have been described, based on these implications.

Although the findings are based on exploratory research on a limited data set, this study has generated considerable scope for further research. First, these findings could be validated in a second confirmatory study on a larger data set. Second, an investigation of the applicability of the model to similar developing economies would help increase the ability to generalize and increase its external validity (Yin, 1984). Third, it would be interesting to analyze the differences in this model, with similar models developed by Markus et al. (1999) and Ross et al. (2000). Finally, the framework can be used a basis for analyzing the adoption of ERP in companies in the SME segment.

Over the last few years, many organizations in India have implemented ERP solutions and have consequently benefited from improved processes and better information availability. For many others (Natarajan, 1999; Rajshekhar et al., 2000), the adoption of ERP has resulted in a very painful transition and adaptation period, while the benefits have not been immediate or tangible. In fact, in some cases the benefits have been perceived to be much less when compared to the massive costs. The model serves as a useful starting point from where the ERP experience of Indian companies can be analyzed. It also presents some practical implications for managers, for managing and controlling relevant aspects of the implementation process.



Managing Globally with Information Technology
Managing Globally with Information Technology
ISBN: 193177742X
EAN: 2147483647
Year: 2002
Pages: 224

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