A framework for ERP post-implementation amendments : A literature analysis
- Oseni, Taiwo, Foster, Susan, Rahim, Mahbubur, Smith, Stephen Patrick
- Authors: Oseni, Taiwo , Foster, Susan , Rahim, Mahbubur , Smith, Stephen Patrick
- Date: 2017
- Type: Text , Journal article
- Relation: Australasian Journal of Information Systems Vol. 21, no. (2017), p.
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- Description: Post-implementation amendments to ERP systems (ERP-PIA) are of importance for advancing ERP research, but more importantly essential if ERP systems are to be used as a strategic and competitive business tool. For ease of clarity, we have adopted the term “amendments” to encompass the main forms of post implementation activities: maintenance, enhancements and upgrades. The term “amendments” is used to counteract one of the major findings from this research - the inconsistency of terms used by many authors to explain post implementation activities. This paper presents a review of the ERP post-implementation amendment literature in order to provide answers to two specific questions: first, what is the current state of research in the field of ERP-PIA; and second, what are the future research directions that need to be explored in the field of ERP-PIA. From the review, we develop a framework to identify: (a) major themes concerning ERP post-implementation amendments, (b) inherent gaps in the post-implementation amendments literature, and (c) specific areas that require further research attention influencing the uptake of amendments. Suggestions on empirical evaluation of research directions and their relevance in the extension of existing literature is presented.
- Authors: Oseni, Taiwo , Foster, Susan , Rahim, Mahbubur , Smith, Stephen Patrick
- Date: 2017
- Type: Text , Journal article
- Relation: Australasian Journal of Information Systems Vol. 21, no. (2017), p.
- Full Text:
- Reviewed:
- Description: Post-implementation amendments to ERP systems (ERP-PIA) are of importance for advancing ERP research, but more importantly essential if ERP systems are to be used as a strategic and competitive business tool. For ease of clarity, we have adopted the term “amendments” to encompass the main forms of post implementation activities: maintenance, enhancements and upgrades. The term “amendments” is used to counteract one of the major findings from this research - the inconsistency of terms used by many authors to explain post implementation activities. This paper presents a review of the ERP post-implementation amendment literature in order to provide answers to two specific questions: first, what is the current state of research in the field of ERP-PIA; and second, what are the future research directions that need to be explored in the field of ERP-PIA. From the review, we develop a framework to identify: (a) major themes concerning ERP post-implementation amendments, (b) inherent gaps in the post-implementation amendments literature, and (c) specific areas that require further research attention influencing the uptake of amendments. Suggestions on empirical evaluation of research directions and their relevance in the extension of existing literature is presented.
Decoding employee ambidexterity : understanding drivers, constraints, and performance implications for thriving in the evolving work landscapes - a scoping review
- Joseph, Jane, Firmin, Sally, Oseni, Taiwo, Stranieri, Andrew
- Authors: Joseph, Jane , Firmin, Sally , Oseni, Taiwo , Stranieri, Andrew
- Date: 2023
- Type: Text , Journal article
- Relation: Heliyon Vol. 9, no. 12 (2023), p.
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- Description: Employee ambidexterity (EA) is becoming increasingly recognised as a significant factor in enhancing individual and organisational performance across diverse industries. Ambidexterity refers to the capacity to exploit and explore organisational resources simultaneously. Scholars from diverse industry sectors have been motivated to delve deeper into the topic of EA due to its growing popularity. The objective of conducting a scoping review was to scrutinise the existing literature and identify the key drivers and constraints that impact EA to thrive in the changing work landscape. The insights gained from this review can assist decision-makers in formulating effective strategies to cultivate the ambidexterity skills of their workforce and achieve desirable outcomes. This review adheres to the PRISMA-ScR protocol. Articles were obtained from databases including Scopus, Web of Science, and EBSCOhost (Academic Search Complete, Business Source Complete). The body of literature concerning EA is in its nascent stage. 23 articles assessing EA's performance outcomes were identified using targeted search terms and thorough screening. After conducting a thorough thematic analysis using the iterative categorisation (IC) technique, tailored for scoping a review, we successfully identified twenty-nine factors contributing to the enhancement of EA, meticulously organised into five distinct categories: organisational factors, social connectedness, employee behaviour, employee personality, and work environment related factors. Similarly, we discovered four factors that impede EA: functional tenure, team identification, bounded discretion, and conscientiousness. Our findings underscore the profound impact of employee ambidexterity on distinct types of performance. Among the sixteen types of performance reported to be enhanced by EA, ten are linked to individual performance, while six are tied to organisational performance. Notably, our analysis revealed that nearly all studies have relied on cross-sectional research methods except for one. However, we advocate for the exploration of longitudinal studies as they hold the promise of offering a more comprehensive understanding of EA. The paper presents valuable insights into how to cultivate ambidextrous capabilities in the workforce for unparalleled success in today's rapidly evolving work environment. Additionally, it identifies several intriguing avenues for future research that could further elucidate and bridge existing knowledge gaps. © 2023
- Authors: Joseph, Jane , Firmin, Sally , Oseni, Taiwo , Stranieri, Andrew
- Date: 2023
- Type: Text , Journal article
- Relation: Heliyon Vol. 9, no. 12 (2023), p.
- Full Text:
- Reviewed:
- Description: Employee ambidexterity (EA) is becoming increasingly recognised as a significant factor in enhancing individual and organisational performance across diverse industries. Ambidexterity refers to the capacity to exploit and explore organisational resources simultaneously. Scholars from diverse industry sectors have been motivated to delve deeper into the topic of EA due to its growing popularity. The objective of conducting a scoping review was to scrutinise the existing literature and identify the key drivers and constraints that impact EA to thrive in the changing work landscape. The insights gained from this review can assist decision-makers in formulating effective strategies to cultivate the ambidexterity skills of their workforce and achieve desirable outcomes. This review adheres to the PRISMA-ScR protocol. Articles were obtained from databases including Scopus, Web of Science, and EBSCOhost (Academic Search Complete, Business Source Complete). The body of literature concerning EA is in its nascent stage. 23 articles assessing EA's performance outcomes were identified using targeted search terms and thorough screening. After conducting a thorough thematic analysis using the iterative categorisation (IC) technique, tailored for scoping a review, we successfully identified twenty-nine factors contributing to the enhancement of EA, meticulously organised into five distinct categories: organisational factors, social connectedness, employee behaviour, employee personality, and work environment related factors. Similarly, we discovered four factors that impede EA: functional tenure, team identification, bounded discretion, and conscientiousness. Our findings underscore the profound impact of employee ambidexterity on distinct types of performance. Among the sixteen types of performance reported to be enhanced by EA, ten are linked to individual performance, while six are tied to organisational performance. Notably, our analysis revealed that nearly all studies have relied on cross-sectional research methods except for one. However, we advocate for the exploration of longitudinal studies as they hold the promise of offering a more comprehensive understanding of EA. The paper presents valuable insights into how to cultivate ambidextrous capabilities in the workforce for unparalleled success in today's rapidly evolving work environment. Additionally, it identifies several intriguing avenues for future research that could further elucidate and bridge existing knowledge gaps. © 2023
Discovery of small group interactions and performance from project emails
- Ivkovic, Sasha, Oseni, Taiwo, Chadhar, Mehmood, Firmin, Sally
- Authors: Ivkovic, Sasha , Oseni, Taiwo , Chadhar, Mehmood , Firmin, Sally
- Date: 2020
- Type: Text , Conference paper
- Relation: 24th Pacific Asia Conference on Information Systems: Information Systems (IS) for the Future, PACIS 2020
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- Description: Despite latest advances in small group research, discovery of group interactions and performance from analysis of small group communication, such as project emails, is still minimally represented. This paper presents a novel approach of studying small groups through analysis of the participants' emails sent to the project manager. We examined 1,105 email messages from managers' email in-boxes across five distinct ICT projects from the personal, social, collaborative, and engaging perspective of the email senders and link the findings to group performance. The study provides theoretical evidence that analysis of incoming communication from project managers' email in-box can be used to measure a group's success. For project managers the approach has the potential to be highly beneficial for monitoring of indicators for the state of project health. © Proceedings of the 24th Pacific Asia Conference on Information Systems: Information Systems (IS) for the Future, PACIS 2020. All rights reserved.
- Authors: Ivkovic, Sasha , Oseni, Taiwo , Chadhar, Mehmood , Firmin, Sally
- Date: 2020
- Type: Text , Conference paper
- Relation: 24th Pacific Asia Conference on Information Systems: Information Systems (IS) for the Future, PACIS 2020
- Full Text:
- Reviewed:
- Description: Despite latest advances in small group research, discovery of group interactions and performance from analysis of small group communication, such as project emails, is still minimally represented. This paper presents a novel approach of studying small groups through analysis of the participants' emails sent to the project manager. We examined 1,105 email messages from managers' email in-boxes across five distinct ICT projects from the personal, social, collaborative, and engaging perspective of the email senders and link the findings to group performance. The study provides theoretical evidence that analysis of incoming communication from project managers' email in-box can be used to measure a group's success. For project managers the approach has the potential to be highly beneficial for monitoring of indicators for the state of project health. © Proceedings of the 24th Pacific Asia Conference on Information Systems: Information Systems (IS) for the Future, PACIS 2020. All rights reserved.
Organisational learning with SaaS CRM – A case study of higher education
- Oseni, Taiwo, Chadhar, Mehmood, Ivkovic, Sasha, Firmin, Sally
- Authors: Oseni, Taiwo , Chadhar, Mehmood , Ivkovic, Sasha , Firmin, Sally
- Date: 2018
- Type: Text , Conference proceedings
- Relation: Australasian Conference on Information Systems ; Sydney ; 2018 published in Australasian Conference on Information Systems 2018.
- Relation: http://creativecommons.org/licenses/by-nc-nd/4.0
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- Description: Customer Relationship Management (CRM) generally has a reputation as a technology that does not live up to its over-inflated expectations. Yet, implementations in higher education remain on the rise. Higher Education institutions (HEIs) are embracing cloud-based CRM systems to upsurge performance, encourage better management practices, and enhance their relationship with staff and students. CRM success however relies heavily on an adaptive organisational learning (OL) process upon which proactive decisions can be made. This paper emphasises that committed learning in post-implementation use is paramount to attaining further understanding of the capabilities, features and functionality of the CRM. Investigating how SaaS CRM usage reflect an organisation’s learning in a Higher Education context, the paper presents theoretical and practical contributions in a framework for effective SaaS CRM utilisation, and recommends a continuous cycle of exploration-exploitation-exploration. Yet the reality is that organisations explore, exploit, and then stop exploring.
- Authors: Oseni, Taiwo , Chadhar, Mehmood , Ivkovic, Sasha , Firmin, Sally
- Date: 2018
- Type: Text , Conference proceedings
- Relation: Australasian Conference on Information Systems ; Sydney ; 2018 published in Australasian Conference on Information Systems 2018.
- Relation: http://creativecommons.org/licenses/by-nc-nd/4.0
- Full Text:
- Reviewed:
- Description: Customer Relationship Management (CRM) generally has a reputation as a technology that does not live up to its over-inflated expectations. Yet, implementations in higher education remain on the rise. Higher Education institutions (HEIs) are embracing cloud-based CRM systems to upsurge performance, encourage better management practices, and enhance their relationship with staff and students. CRM success however relies heavily on an adaptive organisational learning (OL) process upon which proactive decisions can be made. This paper emphasises that committed learning in post-implementation use is paramount to attaining further understanding of the capabilities, features and functionality of the CRM. Investigating how SaaS CRM usage reflect an organisation’s learning in a Higher Education context, the paper presents theoretical and practical contributions in a framework for effective SaaS CRM utilisation, and recommends a continuous cycle of exploration-exploitation-exploration. Yet the reality is that organisations explore, exploit, and then stop exploring.
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