ABSTRACT
Small Medium and Micro Enterprises (SMMEs) are significant contributors to economic growth and employment and therefore playing a vital role in wealth creation and human welfare. Yet despite their critical importance, SMMEs are yet to realize their full potential due to numerous challenges presented by the nature of operations in a global market, including the emergent hyper digital contexts as presented by COVID-19. Mobile Cloud Based Enterprise Resource Planning (MCB-ERP) systems present opportunities such as on-demand use, low upfront capital expenditure, security and stability, easy upgrade, and low operational and maintenance costs for SMMEs operating in these global markets. This paper reports on a systematic review of 35 peer reviewed journals and conference papers to identify MCB-ERP research that has been undertaken and to identify opportunities, gaps, and challenges in relation to SMMEs. The key findings suggest that researchers have mainly focused on Cloud-Based ERP adoption and implementation factors;the use, benefits, and impact for SMMEs received limited attention;and that SMME readiness for adoption is impacted by a lack of MCB-ERP vendor presence, awareness, and experience. Moreover, most of the research is not contextualized and treats SMMEs as homogenous entities operating in sectors with similar environments and preconditions. Future context specific research investigating MCB-ERPs in specific contexts, and non-ICT based sectors such as agriculture for SMMEs is recommended. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.
ABSTRACT
The article discusses and analyses the importance of the Enterprise Resource Planning (ERP) principles in the University environment. It is crucial to properly evaluate and assess the effectiveness of the university's administrative and academic staff performances as an organizational form. In the last couple of years, besides the negative impact, COVID-19 positively impacted the technological development at the HEIs. So, the ERP system remains a powerful program that allows businesses to systematize all important processes. Drastically, doing so reduces costs and the possibility of making mistakes, thereby increasing efficiency and profitability. The ERP system comprises the main sections of an organization, such as financial, human resources, production, logistics, etc., but to the present does not cover the whole university's administrative and learning activities. Thus, most HEIs effectively implement technologies and E-Systems but, in most cases, are fragmented and do not cover whole university activities. The purpose of the article is to create one united platform based on an ERP system, whereby we will get the new model of the University Recourse Planning (URP) system and will be implemented and facilitate the: unified digital database, improvement of university efficiency, less bureaucracy, delayed decisions and the and quality improvement. As a result, all the data will be shown as a "Dashboard" to the top management of HEI, which will perceive information about the weaknesses and gaps for achieving specific objectives. © 2022 IAMUC. All Rights Reserved.
ABSTRACT
Relying on modern technological systems has always been one of the most important means used to mitigate the negative effects of crises facing the economies of countries, especially if these systems are harmonized and integrated to achieve a competitive advantage for the company and improve operational effectiveness. The aim of this study is to measure the impact of harmonizing activity-based-costing system with enterprise resource planning in improving the operational effectiveness of manufacturing companies listed on the Amman Stock Exchange by implementing industry type as a mediating variable. In order to achieve the study objectives, a designed questionnaire was developed and distributed to specialists in the accounting department, enterprise resource planning system managers, and costing managers within the study population. The study revealed that industry type as a mediating variable has modified the role of enterprise resource planning system integration with the activity-based-costing system in improving operations effectiveness, especially in the food, supplies, and agricultural sectors, and it is recommended for managers to develop and improve their current systems by attracting software specialists to build the integration between information systems. © 2022 IEEE.
ABSTRACT
Today Small and Medium Enterprises (SMEs) face global challenges and continuous change in consumer demands, most recently COVID-19 and the prospect of a future Serious Acute Respiratory (SARS) pandemic generating further challenges, thus SMEs require to be more flexible to respond quickly to these changes. This can be achieved by transformation into the digital economy, use of Artificial Intelligence (AI) techniques, integrating business processes and to have real-time information which will enable senior management to make better, quicker informed decisions. Enterprise Resource Planning (ERP) is one of the solutions for the SMEs to overcome these challenges and to obtain a competitive advantage. Subanidja, and Broto, 2019 stated that ERP systems are still not widely implemented by SMEs compared to their introduction in large businesses. However, the SME have a justifiable reputation for being proactive, open, willing and receptive to the adoption of new technologies, concepts and improvements. Also, SMEs differ in several inherent characteristics which are likely to impact on the ERP system implementations, hence it does not make sense to use the same frameworks that have been developed for large companies to implement ERP system within SMEs. One of the main risks of adopting ERP in SMEs is that SMEs have limited resources, so they cannot afford to fail to implement ERP system. Therefore, the purpose of this study is to explore ERP implementation process in SME context. The developed framework has been used to implement an ERP system in a SME. It highlighted the issues that need to be addressed while implementing ERP system in SMEs such as clearly defined scope of implementation procedure, suitable project planning and minimal customisation of the system selected for implementation. This study contributed to both research and practice and the research findings could aid practitioners and SMEs when embarking on ERP projects, as well as, to suggest future research avenues. © 2021 The Authors. Published by Elsevier Ltd.