Table 1 - uploaded by Przemysław Lech
Content may be subject to copyright.
Source publication
This paper focuses on the issue of knowledge transfer from consultants to the final users of the ERP system during its implementation. For a long time, the knowledge transfer has been recognized as one of the key success factors of the implementation projects of any type. Basing on the literature, two alternative approaches to the knowledge transfe...
Similar publications
Chongming Island, a large island off the Shanghai Coast, is China’s first and only endorsed eco-island. The Chinese central government and the Shanghai provincial government have placed high bets on making Chongming a world-class example of sustainable urbanization and involved the United Nations Environmental Programme (UNEP) for valuable knowledg...
Citations
... Furthermore, the government involves accounting professional organizations that act as consultants to carry out continuous internalization by providing professional experiences (Rowley 2007) in village financial and asset management, which can be adopted by VAMS users/operators. To speed up the transformation of tacit knowledge into explicit knowledge inside an organization (Kuciapski 2017;Usman and Ahmad 2012;Sedera and Gable 2010), experts and professionals might impart information to end users of VAMS in the early phases of deployment through structured workshops or training (Lech 2011). This section is expected to contribute to the knowledge transfer process in implementing VAMS applications. ...
... This section is expected to contribute to the knowledge transfer process in implementing VAMS applications. Evidence of this contribution is shown from the results we have done in additional testing and sensitivity, which proves that knowledge-sharing mechanisms carried out through several schemes and methods contribute better when the intensity of socialization and knowledge-sharing through experienced consultants (Lech 2011;Finnegan and Willcocks 2006;Asrar-ul-Haq, Anwar, and Nisar 2016 (Aprilia, Winarno, and Prasetyo 2022;Winarno and Putra 2020). VAMS application contains planning, pawning, administration, and presenting reports complete with the codification and labeling of village assets per the general guidelines for the codification of village assets. ...
... Table 4 also shows that the knowledge-sharing process that uses socialization and workshop approaches from internal and external parties has a higher coefficient than knowledge-sharing about VAMS, which is only carried out internally by the government. This result proves that an explorative-oriented approach is also very effective in knowledge transfer (Lech 2011). ...
This study aims to examine the success of Village Asset Management Systems (VAMS). The measurement uses the Delone McLean success model (D&M model), which provides six interrelated dimensions of information system success: system quality, information quality, service quality, intention to use, user satisfaction, and net benefits. 112 respondents who had used the VAMS application were surveyed, and data was analyzed using the structural equation modeling (SEM) technique. We find that information quality, system quality, and service quality are significant determinants to increase the VAMS application's user satisfaction. The intention to use positively impacts user satisfaction of the VAMS application. Furthermore, both intention to use and user satisfaction effectively increase the net benefits of the VAMS application. On the other hand, although system quality has no impact on the intention to use VAMS applications, interestingly, when we did a split sample test based on the knowledge transfer method in the VAMS implementation process, all dimensions on the D&M model were well-proven and validated. Finally, this study also demonstrates that information quality and service quality positively affect intentions to use the VAMS application in the context of a mandatory government information system.
... The KT methods and mechanisms identified in the literature are illustrated in Table I. TABLE I: KNOWLEDGE TRANSFER METHODS AND MECHANISMS (SOURCE: [16], [20], [21], [22], [23], [24], AND [ The data was collected from a case study in Thailand with three main ICJV projects. A multiple case study approach was adopted to facilitate the investigation within the context of the projects. ...
... According to the research findings, it seems that most of the key actors in these ICJV projects were likely to have used (I7) mentoring and coaching as a method and mechanism to transfer knowledge across their companies. [23] and [26] also found that most of their respondents utilised 'mentoring and coaching' as a method of passing on knowledge across projects. In contrast, the key actors in ICJV projects-1A and -1C commented that they preferred to transfer knowledge based on 'learning-by-doing' during the construction process. ...
... In contrast, the key actors in ICJV projects-1A and -1C commented that they preferred to transfer knowledge based on 'learning-by-doing' during the construction process. This correlates well with research conducted in North Africa and South East Asia by [3], as a result of which, [3] reported that all construction contractors praised the merits of '(I1) learning-by-doing' as the most effective KT mechanism, as well as 'on-the-job training' and 'training with the foreign company' ( [3] and [23]). ...
In recent years, companies around the world are trying to expand internationally through collaborative agreements. ‘International Construction Joint Ventures’ (ICJVs) have become of significant interest as the global construction market continues to be integrated into a more competitive business environment. Moreover, ICJVs can be a mechanism for creating, transferring and improving knowledge and skills between partners. Knowledge creation has also been recognized as the successful mechanism of creating knowledge between local and foreign partners. Therefore, local partners who wished to enter into the emerging market needed to quickly develop the required resources. Thus, it is especially important to understand how new knowledge in ICJV projects can be transferred and adopted. Therefore, the purpose of this study is to investigate and characterize the knowledge creation process in ICJV projects and explore to what extent projects facilitate the process. A case study approach is adopted using three ICJV projects. As a result, this research provides the establishment of specific knowledge creation processes through an empirical investigation of ICJV projects in Thailand.
... Lee & Lee, 2000;McGinnis & Huang, 2007;Xu & Ma, 2008). While some studies investigated knowledge-exchange processes from the viewpoint of different stakeholders (Boonstra, 2006;Lech, 2011), only little research has yet addressed the particular role of the super-user (Maas, van Fenema, & Soeters, 2016;M. Z. Pan, 2008). ...
The concept of super-users as a means to facilitate Enterprise resource planning (ERP) implementation projects has recently taken a foothold in practice but remains largely unexplored from an academic perspective. In particular, little is known about the selection and training processes required to successfully develop skilled super-users in practice. To address this research gap, we analyze the case of an ERP implementation program at Vestas, the world's largest manufacturer of wind turbines. We combine Katz's widely accepted skill measurement model with the process observed in practice to describe and validate a model of super-user selection and training. The resulting model contains a systematic process of super-user development and highlights the specific skills required in different phases of the selection and training process. Our results from a comparative assessment of management expectations and super-user skills show that the model can be successfully applied and thus serve as a template for practitioners confronted with similar challenges.
... Knowledge Transfer (KT) plays a critical role in the long term existence of the organisations. Additionally, the KT has been recognised as one of the key success factors of the implementation projects of any type [9]. Lech (2011) defines the knowledge transfer as "a process of exchange of tacit and explicit knowledge between two actors". ...
Globalization has particularly strengthened over the last two decades. International Joint Ventures (IJVs) between multinational organisations in developed and developing countries are considered to be a successful strategy in order to benefit from international market opportunities in the globalised world. Knowledge Transfer (KT) is an important process where an organisation identifies and learns from specific knowledge which exists in another organisation or in its different parts. In the construction industry, globalization together with the information revolution and the improved knowledge-based economy has fundamentally altered the market. The main aim of this study is to identify key factors that affect and influence knowledge transfer processes in International Construction Joint Venture (ICJV) Projects. An organisation's effectiveness in learning and transferring knowledge depends on a number of factors that facilitate an organisation's capability to acquire and use knowledge. They include knowledge facilitators and knowledge transfer methods and mechanism, as well as factors which influence an ICJV's performance. Key enabling and inhibiting factors influencing knowledge transfer in ICJVs will be explored and described. As such, the foundation for a better understanding of how knowledge in ICJV projects is transferred and adopted is built. A conceptual framework based on the key concepts and the key enabling and inhibiting factors that influence knowledge transfer will be developed through future research.
... Implementation phase refers to implementing the best practices provided in the ERP, transferring and mapping them into the specific organization. Lech (2011) argued that knowledge on the new ERP system is mostly explicit because it was codified and presented in the documentation; in addition, it is also substitutive because most of the knowledge on the old system will be replaced; hence, it is very difficult to absorb the new knowledge using a single approach. In this sense, it is important internalize and integrate the new knowledge with the existing knowledge, which open a window of opportunity for a new conceptualization of ERP as a dynamic repository of organizational knowledge where new and old knowledge converge by updating the organizational memory. ...
This paper presents a new paradigm for ERPs, changing the classical view of ERPs as static systems to see them as dynamic repositories of organizational knowledge, giving them with a more fluid and dynamic character. With this goal in mind, the article begins by explaining the rationale for this new conceptualization and then proceeds to analyze how it contributes to improve the current challenges in ERP implementations. In this sense, the main contribution of this study is to change the mindset of ERP users facilitating the knowledge integration at the organizational level, improving collaboration and information sharing, and reducing the conflicts and frictions among different stakeholders. Keywords: (ERP implementation, dynamic repository, organizational knowledge, knowledge integration, collaboration and information sharing) VISUALIZANDO UM ERP COMO UM REPOSITÓRIO DINÂMICO DE CONHECIMENTO ORGANIZACIONAL Este artigo apresenta um novo paradigma para os ERPs, mudando a visão clássica dos ERPs como sistemas estáticos para os ver como repositórios dinâmicos do conhecimento organizacional, dando-lhes um caráter mais fluido e dinâmico. Com este objetivo em mente, o artigo começa explicando o raciocínio para esta nova conceituação e, em seguida, passa a analisar como ele contribui para melhorar os desafios atuais em implementações de ERP. Nesse sentido, o principal contributo deste estudo é mudar a mentalidade dos usuários do ERP facilitando a integração do conhecimento em nível organizacional, melhorando a colaboração eo compartilhamento de informações e reduzindo os conflitos e as fricções entre as diferentes partes interessadas.
... Moreover, the most common approach in implementing an ERP system involves an external consultant who possesses the ERP package knowledge to assist the implementation 1 . Consequently, ERP implementations require a two-way transfer of knowledge between organizations (clients) to consultants 2,3,4 . ...
This study is based on an empirical research on analyzing the effects of organizational rewards on client’s attitude and intention to transfer knowledge to consultants in ERP implementations. This study aims to clarify and suggest possible solutions that can be considered by organizations in order to enhance employees’ knowledge transfer intention to consultants during ERP implementations. An online survey was conducted amongst a number of companies implementing SAP system in Indonesia. The result was analyzed using partial least square technique. Some literature suggest that organizational rewards are significant to employees’ willingness to transfer knowledge but recent finding in this study shows that this is not the case. Thus, the findings lead to suggestions that providing organizational rewards during ERP implementations is not fundamental in promoting client’s knowledge transfer intention.
... In other words, consultants gain business process knowledge from key users, and key users learn ERP knowledge from consultants [86]. Afterwards, it is the responsibility of key users to share their knowledge with other users based on what they learn during the implementation process ( [85], [80], [41]. Because key users develop the requirements for the system, they ultimately act as trainers, help-desk resources, educators, advisors, and change agents for end users [85]. ...
Enterprise resources planning systems are considered a powerful means of acquiring competitive advantage in the organizations. However, the implementing of these systems suffers from high failure rates, which has resulted in a stream of research about the predictors of ERP success. This study also mainly aims to fulfill this issue by investigating the effect of skills of the key users of ERP system on the success of ERP implementation. Although prior research has speculated about the importance of skills and competency of project team members, there is limited knowledge of what skills make individuals effective team members in ERP implementation projects. This study is the first to provide empirical support for skills in predicting ERP success through two models: one for measuring key users' skills, including technical, human and conceptual skills, and the other for measuring the amount of ERP success. Then by means of a field study and data collection from 6 Iranian Organizations, the relation between key users' skills and the ERP implementation success is investigated. The results demonstrate that the greatest impacts on ERP success result from technical and human skills, in that order. Moreover, the most important skill items for the key users are team skills, organizing, change management, decision making and problem solving skills, risk management, business processes knowledge, strategic planning, communication skills, analytical skills, leadership skills, personal skills, crisis management, and system skills. Finally, via conducting interviews, some qualitative data about the importance of these introduced skills for key users are provided.
... Over 60 research articles addressing solely human critical success factors (HCSFs) were therefore carefully examined to get a deeper insight. The addressed HCSFs were: Competence (Charland et al., 2015;Massini and Wassenhove, 2009;Santos Rodriguez and Dorrego, 2008), Knowledge transfer (Goyette et al., 2014;Lech, 2011, Xu and Ma, 2008, Tacit knowledge sharing (Irick, 2007;Sun, 2007;Vandaie, 2008;Scorta, 2008), Knowledge management and education (O'Leary, 2002;Mohamed and McLaren, 2009), Communication (Aubert et al., 2013;Wang and Chen, 2006), Motivation (Walsh and Schneider, 2002;Yatsuzuka et al., 2009), Team composition and transformation (Yeh and Chou, 2005;Hamani et al., 2012;Lui and Chan, 2008), Organizational and team learning cycle (Akkermans and Helden, 2002;Bologa and Lupu, 2014;Akgun et al., 2014 ), Team resilience (Amaral et al., 2015), Problem solving competence (Lin et al., 2015, Li et al., 2010, Conflict resolution (Wang and Chen, 2006;Chou and Yeh, 2007), Relationship bonding (Hung et al., 2012), Spiral continuous improvement (McGinnis and Huang, 2007;Scorta, 2008), Cognitive learning (Cronan et al., 2012), Collective intelligence (Yuan et al., 2007), (Tsay et al., 2014), Group cohesiveness and normative conformity (Tsay et al., 2014), and Personal interest in Agency theory (Walsh and Schneider, 2002). ...
Background and Purpose: Many researchers have investigated various Critical success factors (CSFs) and the different causes of ERP implementation project failures. Despite a detailed literature preview, we were unable to find an appropriate research with a comprehensive overview of the true causes behind CSFs, observed from a human factors perspective. The objective of this research was therefore to develop and evaluate the Primary human factors (PHFs) model and to confirm the significant impact of PHFs on traditional CSFs and on the project success.
Design/Methodology/Approach: The comprehensive PHFs research model was developed and examined in empirical quantitative research with the use of available literature and the application of the Root cause analysis. A survey was conducted in various Slovenian organisations in different branches that had previously implemented the ERP system SAP. The model was verified on a sample of 21 experts from 18 organisations.
Results: The results show that the PHFs have a significant positive impact on the ERP implementation project success, but only the Competence and Team composition factors are significant linear predictors in an adapted regression model and contribute significantly in predicting project success. These results therefore confirm both proposed hypotheses and the adapted regression model.
Conclusion: This study improves the understanding of PHFs and confirms that they have a significant impact on traditional CSFs and the ERP implementation project success. The proposed PHFs model offers project managers and other stakeholders an effective risk assessment of CSFs and is leading the way to human oriented model of ERP implementations.
... In other words, consultants gain business process knowledge from key users, and key users learn ERP knowledge from consultants [86]. Afterwards, it is the responsibility of key users to share their knowledge with other users based on what they learn during the implementation process ( [85], [80], [41]. Because key users develop the requirements for the system, they ultimately act as trainers, help-desk resources, educators, advisors, and change agents for end users [85]. ...
Enterprise resources planning systems are considered a powerful means of acquiring competitive advantage in the organizations. However, the implementing of these systems suffers from high failure rates, which has resulted in a stream of research about the predictors of ERP success. This study also mainly aims to fulfill this issue by investigating the effect of skills of the key users of ERP system on the success of ERP implementation. Although prior research has speculated about the importance of skills and competency of project team members, there is limited knowledge of what skills make individuals effective team members in ERP implementation projects. This study is the first to provide empirical support for skills in predicting ERP success through two models: one for measuring key users' skills, including technical, human and conceptual skills, and the other for measuring the amount of ERP success. Then by means of a field study and data collection from 6 Iranian Organizations, the relation between key users' skills and the ERP implementation success is investigated. The results demonstrate that the greatest impacts on ERP success result from technical and human skills, in that order. Moreover, the most important skill items for the key users are team skills, organizing, change management, decision making and problem solving skills, risk management, business processes knowledge, strategic planning, communication skills, analytical skills, leadership skills, personal skills, crisis management, and system skills. Finally, via conducting interviews, some qualitative data about the importance of these introduced skills for key users are provided.
... Yet the pivotal role consultant engagement plays on the use and management of IT has not been fully researched. The extant research on consultant-client interactions is diverse, fragmented, sparse and sporadic (Ko et al. 2005;Swanson 2010;Lech 2011). The initial focus of consultant-client research was on consultant performance, based on client satisfaction (Haines & Goodhue 2003;Yoon et al. 2004). ...
... The initial focus of consultant-client research was on consultant performance, based on client satisfaction (Haines & Goodhue 2003;Yoon et al. 2004). More recent studies identify various intermediary roles of consultants (Howcroft & Light 2008;Carey 2008) and examine the consultant engagement process (Chen et al 2008), consultant-client relationships (Nevo et al 2007) and the creation or transfer of knowledge (Lech 2011). ...
... 19, pp. S197-S217 Knowledge sharing between consultants and SMEs (Ko et al. 2005;Lech 2011) focus on knowledge creation and transfer, with both addressing IT implementation in large organisations. Overall, most of the recent research is biased towards IT implementation in large organisations (see for example, Ifinedo (2011) and Lech (2013)). ...
Many small and medium enterprises (SMEs) depend on consultants to overcome knowledge barriers, especially for IT projects. This paper aims to determine how IT consultants affect the IT knowledge of SMEs when IT consultants and SMEs interact. Data were collected using face-to-face interviews with both IT consultants and SME managers. The study is the first to identify what and how SMEs learn from consultants during an IT implementation project. Consultants help SMEs gain different types of knowledge, employing a broad range of knowledge sharing mechanisms. As consultants are an important part of the knowledge creation processes of SMEs, SMEs should strive to form long-term relationships with consultants and use these interactions to develop IT knowledge within the SME.
