Browsing by Author "Badewi, Amgad"

Now showing 1 - 5 of 5
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    Benefit realisation modelling for ERP systems using system dynamics
    (Cranfield University Press, 2013-09-19) Badewi, Amgad; Shehab, Essam; Peppard, Joe
    Achieving success for ERP systems is not only concerned with deploying the technology on time and on budget but also concerned with the level of achieving targeted benefits from the system. This level of achieving targeted benefits can be managed indirectly through managing the organisational attitude toward the new system. Thus, the aim of this paper is to use the System Dynamics (SD) to reveal how managing organisational attitude leads to an increase in the level of system use and, therefore, leads to a decrease in the level of resistance to change to new system for achieving high level of performance. SD is used to investigate the causal loops of organisational attitude, perceptions, behaviours, and policies taken to achieve desired benefits. The ability to manage an organisational attitude toward ERP is an important factor for achieving desired levels of benefits is the main conclusion of this research.
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    Cost, benefit, and financial risk (COBEFR) of ERP implementation
    (Cranfield University Press, 2013-09-19) Badewi, Amgad; Shehab, Essam
    The purpose of this research is to develop Benefits, Costs, and Financial Risks (CoBeFR) model to show and measure the impact of ERP related decisions, such as degree of business process re-engineering and the level of hardware investment, on the organisational financial value (OFV). OFV is based on current time value of money (i.e. interest rate), financial risk, and net cash flows emerged from ERP system. Financial risk, the sensitivity of the organisation net profit to changes in market conditions, is affected by organisational adoption of ERP system. The main conclusion is that there are interrelated impacts of ERP implementation decisions to the organisational financial value. Therefore, decision maker should look at the implementation decision from a new perspective which is Organisational Financial Value (OFV) perspective
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    Does IT innovation asset lead to businness innovations: IT business innovation capability lens
    (British Academy of Management, 2014-09) Badewi, Amgad; Essam, Shehab
    The aim of this research is to understand the factors that affect the ability of an organization to innovate, using information technologies, in its business – including products, processes, and business models. IT business innovation (ITBI) assets, i.e. integration; data analysis; and social media technologies, are proposed to have an impact on business innovation. Since IT in itself is not a source of value without a proper organizational capability to absorb its capacity, IT business innovation capability is proposed as a robust concept between the impact of IT innovation assets and business innovation. Business innovation capabilities are proposed to be generating valid ideas (interpretive, critical, and positive competences) and idea implementation (innovation sponsorship and organizational flexibility competences) capabilities.
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    ERP benefits capability framework: orchestration theory perspective
    (Emerald, 2017-05-31) Badewi, Amgad; Shehab, Essam; Zeng, Jing; Mohamad, Mostafa
    Purpose The purpose of this paper is to answer two research questions: what are the ERP resources and organizational complementary resources (OCRs) required to achieve each group of benefits? And on the basis of its resources, when should an organization invest more in ERP resources and/or OCRs so that the potential value of its ERP is realised? Design/methodology/approach Studying 12 organizations in different countries and validating the results with 8 consultants. Findings ERP benefits realization capability framework is developed; it shows that each group of benefits requires ERP resources (classified into features, attached technologies and information technology department competences) and OCRs (classified into practices, attitudes, culture, skills and organizational characteristics) and that leaping ahead to gain innovation benefits before being mature enough in realising a firm’s planning and automation capabilities could be a waste of time and effort. Research limitations/implications It is qualitative study. It needs to be backed by quantitative studies to test the results. Practical implications Although the “P” in ERP stands for planning, many academics and practitioners still believe that ERP applies to automation only. This research spotlights that the ability to invest in ERP can increase the innovation and planning capabilities of the organization only if it is extended and grown at the right time and if it is supported by OCRs. It is not cost effective to push an organization to achieve all the benefits at the same time; rather, it is clear that an organization would not be able to enjoy a higher level of benefits until it achieves a significant number of lower-level benefits. Thus, investing in higher-level benefit assets directly after an ERP implementation, when there are no organizational capabilities available to use these assets, could be inefficient. Moreover, it could be stressful to users when they see plenty of new ERP resources without the ability to use them. Although it could be of slight benefit to introduce, for example, business intelligence to employees in the “stabilizing period” (Badewi et al., 2013), from the financial perspective, it is a waste of money since the benefits would not be realised as expected. Therefore, orchestrating ERP assets with the development of organizational capabilities is important for achieving the greatest effectiveness and efficiency of the resources available to the organization. This research can be used as a benchmark for designing the various blueprints required to achieve different groups of benefits from ERP investments. Originality/value This research addresses two novel questions: RQ1: what are the ERP resources and OCRs required to achieve the different kinds of ERP benefits? RQ2: when, and on what basis, should an organization deploy more resources to leverage the ERP business value?
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    Investigating benefits realisation process for enterprise resource planning systems
    (Cranfield University, 2016-01) Badewi, Amgad; Shehab, Essam
    This research aims to investigate the benefit realisation process for ERP systems so as to develop a benefit realization road map whereby organisations can realize the maximum potential of their ERP systems. This research covers two areas: mechanism of implementation and the destination to change (i.e. road map). It has been found that project management and benefits management approaches are necessary for recouping benefits from investing in Information Technologies (IT) projects. Thus, Project Benefits Governance Framework (PBGF) is developed, and later tested, by combining the two approaches for the sake of realising the expected benefits from investing in IT initiatives. Because ERP demands radical changes in organisations, the neo-institutionalisation theory was adopted to apply PBGF on ERP so that the ERP success is improved. The key connecting element between PM and BM in PGBF is the blueprint design. ERP orchestration framework is developed to show how investments in ERP resources and organisational complementary resources shall be orchestrated so that ERP benefits can be realised effectively. Thus, benefits are classified into three levels (automating, planning, and innovating benefits), and each level needs a specific blueprint. All of these blueprints constitute the ERP benefits road map. Each blueprint consists of attitudes, skills, organisation characteristics, technologies, and ERP department human resources competencies. Based on these results, ERP Business Innovation framework is developed and tested. ERP benefits maturity assessment tool is developed for assessing organisations’ status to show weaknesses and strengths in their ability to recoup different ERP benefits by benchmarking with the three blueprints. This research has contributed by integrating and institutionalising benefits management practices and project management practices. Moreover, it is novel in adapting the orchestration theory to understand how ERP resources shall be composed to achieve benefits efficiently. Finally, it demonstrates that ERP can be a source of innovation if the innovating benefits are managed deliberately.