A configurable process model provides a consolidated view of a family of business processes. It promotes the reuse of proven practices by providing analysts with a generic modelling artifact from which to derive individual process models. Unfortunately, the scope of existing notations for...

For over a decade, IT expenditure in China and Malaysia has shown a significant increase, as organisations in these countries are increasingly dependent on information systems (IS) for achieving strategic advantages and business benefits. However, there have been numerous reports of...

The generic IS-success constructs first identified by DeLone and McLean (1992) continue to be widely employed in research. Yet, recent work by Petter et al (2007) has cast doubt on the validity of many mainstream constructs employed in IS research over the past 3 decades; critiquing the almost...

A configurable process model provides a consolidated view of a family of business processes. It promotes the reuse of proven practices by providing analysts with a generic modelling artifact from which to derive individual process models. Unfortunately, the scope of existing notations for...

In today’s increasingly competitive environment, there is constant pressure for corporate leaders to add value to their organizations. These contemporary organizations are increasingly moving into business models that attempt to reduce duplicate supporting processes and staff by streamlining...

Organizations invest substantial resources in Enterprise Systems (ES) expecting positive outcomes for the organization and its functions. Implementing an ES is a lengthy and costly undertaking, with general upheaval for many of the organizations. Many organizations therefore are seriously...

This paper investigates four salient characteristics of IS-success models that are largely ignored in prior literature. Using data gathered from 600 responses, this study establishes the importance of (1) completeness of the model dimensions and measures, (2) mutual exclusivity of the model...

Organizations invest substantial resources in Enterprise Systems (ES) expecting positive outcomes for the organization. Implementing an ES is a lengthy-costly undertaking, with general upheaval for many of the organizations. Many organizations therefore are seriously considering rapid...

Despite the optimistic motives, many Enterprise Systems projects have reported nil or detrimental impacts. Understanding the dimensionality of ES success, the theoretical considerations and the development of a standardized instrument to gauge the level of success are critical in ES evaluations....

The business value of Enterprise Systems (ES), and in general large software implementations, has been extensively debated in both the popular press and in the academic literature for over three decades. Organizations have invested heavily in Enterprise Systems (and related infrastructure),...