ABSTRACT
Initially, many companies implemented Enterprise Resource Planning (ERP) to process business transactions. However, because of COVID-19 and competitive pressure, companies expect ERP to play a higher role in increasing business process outcomes and agility. This study investigates the effects of ERP usage on business process outcomes and organizational agility in one of the largest telecommunication companies in Indonesia as the company struggles to redefine its huge ERP investment. The research deployed a purposive sampling technique involving 170 employees in one of the largest telecommunication companies in Indonesia who use an ERP system. Quantitative data was collected through online surveys using a 5-point Likert scale questionnaire. Interviews and observations were also conducted as a complement to the quantitative data. The findings of our study suggested that there are significant positive effects of ERP usage on organizational agility and business process outcomes. Furthermore, business process outcomes positively impacts organizational agility. © 2022 IEEE.
ABSTRACT
The purpose of this paper was to examine the cultural barriers that existed at various stages of the Enterprise Resource Planning (ERP) implementation process, using the Middle-Eastern oil and gas sector as a case study. Due to a variety of cultural implications, ERP implementation rates in the oil and gas sector in Middle-Eastern developing countries are extremely low. Although the literature highlighted numerous ERP implementation theories that attempted to overcome the cultural complexities of ERP systems, there are few studies that have framed these complexities using action research theory in order to provide potential solutions to these challenges, particularly in Middle-Eastern developing countries where cultural settings are distinct from those in Western developed countries. Action research AR, in conjunction with documentation, observations, and interviews, aided in the exploration of the culturally complex barriers encountered during the pre-implementation (plan and propose), implementation (do), and post-implementation (assess and improve) stages of ERP projects conducted within a Middle-Eastern oil and gas organisation. This article confirms numerous cultural implications at each stage of the ERP implementation process, including team conflict, managerial authority, and a lack of an IT culture, all of which contributed to the project's delay. Other impediments, such as a lack of commitment to training and technophobia, persisted throughout the post-implementation phase and the subsequent follow-up experience under the recent COVID-19 pandemic. This article contributes to theory and practise by highlighting the culturally complex barriers that underpin many ERP implementations in the Middle Eastern oil and gas sector. This information can assist practitioners and researchers in developing future research and ideas to mitigate future ERP implementation challenges in this region.