Search results

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?

Studying 12 organizations in different countries and validating the results with 8 consultants.

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.

It is qualitative study. It needs to be backed by quantitative studies to test the results.

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.

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?

This paper aims to examine the mediation effect of organizational learning on the link between human resource management (HRM) practices and organizational performance in some Big4 financial services companies.

The quantitative methodology was chosen for this research, using resource theory and knowledge-based approach to explain the relationship between latent variables. A sample of 403 HR employees and managers of the companies under study in France was selected in 2022. Structural equations modeling was used based on the Spss-Amos program to test the research hypotheses.

The results revealed that organizational learning played a mediating role between HRM practices (hiring, training, motivation and decision-making) and organizational performance and that learning enabled the performance of workers to improve and achieve competitive advantages in this field.

The sample was based on four international companies working in the field of financial services and consulting and providing their services within France, which may affect the generalisability of the results and limit them to the studied sector.

The contribution of the study is to improve the awareness of administrators, decision makers and company employees of the importance of organizational learning for companies, and to stimulate motivation to learn and exchange knowledge in a constructive way that enhances organizational performance. Working on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.

Working on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.

This study seeks to provide cadres and executives with an in-depth analysis of HRM and organizational learning, which, through its integration of these attributes, can contribute to the earning of knowledge-based competitive advantage and achieve superior and sustainable performance.

The growing interest in the development of entrepreneurial intention (EI) that has increased the importance of theories that explain and anticipate the tendency among individuals to start a new business. However, most of these theories focus on the relationship between entrepreneurs perceptions and their intention and ignore the cognitive and psychological characteristics that might configure their perceptions. Therefore, the purpose of this paper is to integrate the theory of planned behaviour (TPB) with the entrepreneurial event model (EEM) and to extend the combined model to include the personality characteristics of an entrepreneur that might shape the perceptions and intentions.

This study uses a sample of 688 senior university students (Emirati nationals, 91.2 per cent and expatriates, 8.8 per cent) and employs positivist research with a quantitative approach, adopting a survey strategy through questionnaires and structural equation modelling.

The results demonstrate the relevance and robustness of the suggested combined and extended model in the prediction of intention on the part of senior university students to become entrepreneurs (explained variance=73.3 per cent) based on survey data (2017; n = 688).

The main contribution of this paper lies not only in the integration of the TPB and the EEM, but also in extending the two theories on which it is based through adding entrepreneurial personality characteristics and an explanation of the mechanism through which entrepreneurial perceptions and EI develop.

This research aims to understand the determinants of consumers' behaviour and motivations to buy taboo items online. Two theoretical lenses, theories of psychological reactance and system justification, are invoked to frame the role of online shopping in shaping consumer behaviour in taboo markets.

A naturalistic inquiry paradigm was used to test a sample of 34 Saudi women who were buying taboo products online.

The determinant of such behaviour is based on differences in understanding the ritual restrictions between people, their society and their country. The four principal attitudes towards restrictions are justifying, accepting, rejecting and reacting. These attitudes frame five motivations: satisfying the restriction, to be unique, but aligned with social norms; breaking social norms; aligning one's self-image to liberal societies; and joy in challenging legal restrictions. The motives for online shopping are justification/utilitarian, to accommodate other restrictions in going to local markets; and reactance hedonic, to break restrictions. These motivations create seven different patterns of online shopping behaviour.

This research contributes to the literature by presenting an alternative perspective on online shopping motivations for taboo products. Furthermore, this research calls for a new socio-psychological theory for understanding the role of technology in influencing consumer behaviour in restrictive societies.