Enterprise systems entail complex organizational interventions. Accurately gauging the impact of any complex information system requires understanding its multidimensionality, and the development of a correspondent, standardized, validated, and robust measurement instrument. Despite the...

This paper presents a validated measurement model and instrument for assessing enterprise systems success from multiple perspectives. The final validated study model employs 27 measures of the four dimensions: information quality, system quality, individual impact, and organizational impact. The...

Enterprise Systems entail complex organizational interventions. Accurately gauging the impact of any complex information system requires understanding its multidimensionality, and the development of a correspondent, standardized, validated and robust measurement instrument. Despite the...

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),...

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....

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...

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. Implementing an ES is a lengthy-costly undertaking, with general upheaval for many of the organizations. Many organizations therefore are seriously considering rapid...

Enterprise resource planning (ERP) maintenance and upgrade activities are receiving much attention in ERP-using organizations. Annual maintenance costs approximate 25% of initial ERP implementation costs, and upgrade costs as much as 25-33% of the initial ERP implementation. Still, the area of...