عنوان مقاله
عوامل تعیین کننده انتقال دانش اجرایی ERP
فهرست مطالب
مقدمه
کارهای قبلی
مدل مفهومی و فرضیات نظری
روش ها
نتایج و بحث
نتیجه گیری
بخشی از مقاله
فرضیات
ویژگیهای دانش منتقل شده
ابهام سببی. ابهام سببی با عدم شناخت روابط منطقی بین اعمال و بازده ها، ورودیها و خروجیها و علت و معلوم ها سرو کار دارد. Simonin نقش واسطه یا میانجی کامل ابهام بین انتقال دانش و عواملی نظیر ضمنی بودن، تجربیات قبلی، پیچیدگی، فاصله فرهنگی و سازمانی را روشن نمود.
H1a: ابهام سببی اثری منفی بر انتقال دانش ERP دارد.
H1b: ابهام سببی اثری منفی بر انتقال دانش فرایند تجاری دارد.
کلمات کلیدی:
Determinants of ERP implementation knowledge transfer Qing Xu, Qingguo Ma * Department of Management Science and Engineering, School of Management, Zhejiang University, PR China 1. Introduction The worldwide market of ERP packages has been estimated as growing at an annual growth rate of 4.8% and exceeding $21 billion in 2010 [1]. According to the editorial in Information & Management [12], IS usage and resource management issues were most heavily investigating in the past decade, and knowledge management is an upcoming area. Knowledge and the capability to create and utilize knowledge are important sources of a firm’s sustainable competitive advantage. Globalization, M&A and strategic alliances have made effective knowledge transfer central to a firm’s success. ERP implementation requires a wide range of knowledge. Without external help, hardly any organization can implement ERP successfully; external support is usually available from the software vendor. The benefits of ERP depend on the client’s operation, maintenance, and upgrading skills and knowledge, which can be learned, acquired and transferred from a consultant. Based on prior studies, Dong-Gil et al. [11] developed and examined an integrated theoretical model of knowledge transfer (from consultant to client) in the context of ERP implementation. Adopting a ‘‘source-recipient’’ model, they proposed that knowledge transfer was influenced by three types of factors: knowledge, communication, and motivational. However, they explored knowledge flow only from consultant to client, but knowledge flows in both directions. Gupta and Govindarajan [14] examined knowledge flows into and out of the subsidiaries of multi-national corporations (MNCs). Therefore, we developed and tested an integrated model to explore knowledge transfer between implementation consultants (ICs) and key users (KUs). There are two parts in the model: part one describes the ERP knowledge transfer from ICs to KUs, and the other the business knowledge from KUs to ICs. The knowledge exists at four levels: individual, group, organizational, and inter-organizational. We explored ERP knowledge transfer across organizations at the individual level. 2. Previous work 2.1. ERP implementation Factor analysis and the process approach are two methodologies that have been used to explore ERP implementation [23]. The process approach attempts to explain how outcomes develop over time. Markus and Tanis [17] posited a four-phase framework: initial decision making, implementation, early use, and extended use. Nah et al. [19] identified 11 CSFs in ERP implementation. Somers and Nelson [28] also analyzed the key players and
