The Influence of Top Managers' Cognition and Involvement on Implementing ERP System: The Industry of Medical Preventive Products

• Main Authors: Ming-yuan Shih, 石銘緣
• Other Authors: Chin-yeu Chen
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/81362451965877628129

碩士 === 世新大學 === 企業管理研究所(含碩專班) === 99 === Recently, the capabilities of enterprise resource planning (ERP) system have grown enormously. Small and medium sized enterprises now have the ability to purchase sophisticated systems that in the past were only available to large companies. However, smaller firms often do not have an IT department and the top managers have only a basic understanding of what an ERP system can provide. The purpose of this study is to provide guidance to managers of small and medium sized enterprises so they can successfully adopt and implement an appropriate ERP system. This study conducts interviews to the top managers of three small to medium sized manufacturers of basic medical products. Each enterprise adopted an ERP system within the last five years and each had quite different experiences. First, we studied why these firms decided to adopt an ERP system and the expectations they had for these new systems. Second, we review the process they used to select an ERP system. Third, we tried to understand the implementation process and, particularly, the depth of top managers’ involvement in the process. Finally, we assessed the level of satisfaction of top management with their ERP systems. The study found that the most important factor to a successful ERP implementation was the level of involvement of top management. A secondary factor was the level of top management’s knowledge of ERP software generally. The findings will be useful to the top managers of small and medium sized enterprises who are considering ERP systems and wish to implement them successfully so as to gain a competitive edge in their business field.