Literature has examined the cognitive processes that underlie user evaluation of target websites, apps and information systems (WIS). In general, the studies have found that the consciously reasoning evaluation of a specific WIS¡¦ usefulness and enjoyment can effectively predict the usage that WIS. However, in the trend of consumerzing WIS, users are more likely than before to evaluate WIS by impression, meaning that users browse and appraise multiple novel WISs simultaneously and can pay little attention to each of them. To investigate the impression formation process, the current study develops hypotheses based on social neuroscience literature of emotional processing. This study further captures the transient process of impression formation with the event-related potential (ERP, or the brain wave pattern) methodology. Two ERP experiments were conducted. In the first experiment, 24 subjects made evaluations (like vs. dislike) toward novel website logos that were presented with 200 milliseconds (ms). The results show that, as early as 120 ms after logo appearance, the ERP starts to differentiate between liked and disliked logos. In the second experiment, 18 subjects made enjoyment and usefulness evaluations toward novel logos that were presented with 1 second. The behavior data of the second experiment show that for novel logos, enjoyment and usefulness evaluation scores are correlated. ERP data further indicated that information of both enjoyment and usefulness dimensions are inevitably noticed and processed. These findings suggest that, for WIS, the process of evaluation by impression formation might be different from that by reasoning. The impression formation process might be characterized by the activation of spontaneous emotion and by the interdependence between the enjoyment and usefulness evaluations.

While prior studies on ERP implementation have largely focused on the importance of best practices, this paper examines the impact of knowledge transfer climate and the competence of the players (i.e., the implementing firm and the consultant team). The model divides factors that influence the result of knowledge transfer during ERP implementation into three categories: those implemented by the firm, those implemented by the consultant, and those related to the impact of the knowledge transfer climate. Competence factors from the first two aspects facilitate the building of a better knowledge transfer climate. Survey results from 101 respondents were subjected to multivariate analysis. The significance of player competence factors is verified, and an understanding of the role that the knowledge transfer climate plays in the knowledge transfer process and the impact on the transfer process is developed. This paper provides a broader, richer model of knowledge transfer networks to promote insight into successful ERP implementation. In practice, the key to effective knowledge transfer is the establishment a positive knowledge transfer climate. To achieve a successful ERP implementation, practitioners should focus on possessing robust competences with ERP implementation partners. Additional research may help ERP implementation project teams more effectively promote knowledge transfer in a wider range of conditions with greater confidence and precision.

Abstract Implementing an ERP system has become the primary consideration for many enterprises during processing E-commerce. It has also become the data platform of information foundation construction in many enterprises. Among these implementation cases, however, some are facing failures due to the following reasons: the organization business flow is unable to make changes coordinately, the consultant companies lack of experience, or the user sites are being resisted while implementing an ERP system. All the mentioned reasons have caused their ERP project delay by deadline. This, therefore, results in the huge increase of the cost and even an abnormal operation system during the implementation. Eventually the enterprises would have to make an announcement to fail. The management and control of implementing an ERP system decides the success of the system. The subject of this study is to probe into the process of implementing an ERP system. Beginning with the sort-out of Chinese and foreign documents to find out the key success factors during the process of implementing an ERP system and then collecting the realistic data from the software company¡¦s viewpoints to understand the concrete methods of key success factors. The software consultant company, therefore, plays an important role during the process of implementing an ERP system. We, hereto, generalize the viewpoints of high-level administrators, the project manager, the senior consultants and the technicians about the key success factors during the process of implementing an ERP system from the software consultant company¡¦s angle. After that, the practical perspectives of the software consultant company are being discussed and analyzed to verify if there is any difference with the results which were generalized from probing the documents. Results of this study have shown that the most important key success factors are ' the commitment and support of high-level administrators ', ' the integration degree of other systems' and ' the procedure innovation'. The secondary key factors are ' the production operation characteristic 'and ' the interdepartmental characteristic '. The key factor that is not important is ¡¥the methods of systems implement¡¦. In spite of the existing large number of researches about ERP, the ones discussed from the software consultant company¡¦s point of views are quite few. This study probes into from software consultant company¡¦s viewpoints and to collect related key success factors while hoping to be a reference for other consultant companies and relevant units in implementing ERP system. Keyword: Enterprise Resource Planning ( ERP )¡AKey Success Factor¡ASystem Implementation¡A Flow Change

Commercial off-the-shelf enterprise resource planning (ERP) systems have been adopted by large companies to support their inter- and intra-business processes. Midsize market firms are now investing in ERP systems too. However, research has indicated that about three quarters of attempted ERP projects turned out to be unsuccessful. A common problem encountered in adopting ERP software has been the issue of fit or alignment. This paper presents an ERP misfit analysis methodology, grounded on the task-technology fit theory and cognitive fit theory, for measuring misfits between ERP candidates and enterprise¡¦s requirements in ex-ante implementation. A decision support system prototype embedded the approach has been developed. A usability evaluation is performed on the prototype to demonstrate the approach. With this approach, organizations can more easily and systematically determine where the misfits are and the degree of misfits, thereby reducing the risks in implementing ERP systems. Our research contributes to the practical solution of the problem of misfit analysis.

With the significant progress of information system, information technique has been the essential surviving key to a business. Enterprise adopts various information systems so as to be able to aware of the ever-changing environments coming from either internally or externally and still maintain stable and reliable management mechanism. Enterprise Resources Planning (ERP) has been widely applied to the integration of companies¡¦ internal processing systems. Nevertheless, focusing too much on either structure view, or process view, or isolated structure-process views always hinds the success of implementing an ERP within a company. Consequently, to be classified as a blue ocean enterprise, this research urges companies describe ERP with Distribution ERP Architecture Model (DERPAM), hence structure-process-integration constructing distribution ERP systems. In such case, combination of 80% distribution ERP and 20% core competence of each unique company becomes highly achievable. Outstandingly, DERPAM helps companies derive an optimized distribution ERP.

Enterprise resource planning (ERP) system is the critical software that streamlines processes and allocates internal resources, so firms can make quick responses to the market. However, not all firms can implement it successfully, so usually consultants are used to aid in the implementation process. Client firms expect consultants to transfer implementation knowledge to inner employees; therefore inner employees can contribute to the implementation process and learn how to maintain ERP systems by themselves. This research studies both consultant¡¦s and client¡¦s factors to achieve knowledge transfer in such complex system implementation. Based on prior researches including the antecedents of knowledge transfer and case studies on it, a sender-receiver model is developed. This model suggests that knowledge transfer is founded on proper mechanisms, which are influenced by consultant¡¦s and client¡¦s factors. Data were collected from both consultants and clients, and 175 samples were valid. Unlike prior studies, this model includes the client¡¦s information technology capability and consultant¡¦s agency behavior. The analysis suggests that knowledge transfer is founded on sound mechanisms, which are influenced by bilateral factors. The analysis also provides support for all 5 hypotheses and 12 of the 21 subhypotheses of bilateral factors, and it confirms two moderating relationships. These results (1) adapt antecedents of knowledge transfer and case findings to a sender-receiver model, (2) enhance the goodness of model by integrating antecedents and case findings, (3)incorporate new IS-related constructs and measures in an integrated model. This model can be applied to ERP implementation and other knowledge-outsourced IS contexts.

This research is about how ERP system affects the strategy of a company. The paper use strategy matrix as a measurement tool for the changes of strategy changes. We use resource-base view as the base of theory. In this case study, we can learn how small and medium enterprises use information technology for better preference. The implementation of ERP system will changes the allocation of resources and ability of the company. In this process, it will also changes strategy of the company. The implementation also affects value chain for the company; the company, which instills such a system, must evaluate those changes before the implementation. With the data collected from the case, we have some findings about the relation between the implementation of ERP system and strategy of a company. First, ERP system can provide the company an intergraded platform for all it¡¦s business. Second, the implementation of ERP system will help company relocate it¡¦s activities. Third, ERP system will also changes the relations between companies. At least, ERP system will help company accumulate different resources and develop new ability for new strategy. We suggest company which want to instill such system must well planning their relation between other companies and effects of organization changes.

In recent years, the trend toward globalization has given rise to rigorous competition for market shares. Businesses have faced the stern demand to swiftly respond to changes in market conditions. They must keep up with environmental situations inside and outside industry, fully integrate various resources of the enterprise, and ponder how to effectively use business resources. Therefore, ERP (enterprise resource planning) systems that integrate the internal value chains of enterprise have received special attention. It is an undisputed fact that an ERP system can integrate internal resources of an enterprise to create for it an overall advantage, improve the flow and elevate the response effectiveness of the enterprise, upgrade information system, and respond to customers¡¦ satisfaction of supply chain management. However, the universal ERP system that is adopted by most enterprises is either costly or difficult to maintain. Moreover, the universal ERP system usually fails to consider special needs of different industries. Therefore, how to ensure a rapid, saving, and effective success through the implementation of ERP systems constitutes the largest challenge faced by enterprises that use such systems. In view of this, this study investigated, from the perspective of ERP supply chain effectiveness of the ¡§differentiation focus strategy¡¨ and the ¡§bowling pin model strategy,¡¨ the impact of the adoption of industry-specific ERP systems on ERP software manufacturers and enterprises that have introduced such a system. Besides, the study used case study approach to conduct a field survey of ERP software manufacturers that have implemented industry-specific ERP system strategy and of four textile and PCB manufacturers that have introduced industry-specific ERP systems with a view to understanding operating models in which industry-specific ERP systems have been successfully introduced and implemented. Through the analysis of this study, it was found that: (1)ERP information manufacturers that adopt industry-specific ERP strategy locating conform to Michael E. Porter¡¦s competitive strategy and differentiation focus strategy, and at the same time verify the bowling pin model theory of Geoffrey A. Moor that technology adopts life cycle. Information manufacturers can enjoy vertical profit-base market advantages of industry-specific ERP and thus avoid competition within industry. As they focus on their specialized field, they not only can strengthen ERP¡¦s professional system functions but also can elevate their effectiveness in follow-up service and maintenance, leading to the reduction of operating costs. From cases of ERP software manufacturers, it was also found that, in areas that special industries cluster, the value of industry-specific ERP in such markets is enlarged. (2)From the perspective of developing industry-specific ERP, after a preliminary development method is used to direct a user to put up concrete industrial characteristic demands and flow, more friendly and suitable operating systems are specified. After being examined and used by a second user, systems are re-examined, revised, and strengthened. After being introduced by a third user and verified and implemented, such systems can become mature, standard industry-specific ERP package systems. (3)From the perspective of enterprise users, adopting the proof of concept method is more practical, accurate, and promising in selecting and evaluating suitable, correct ERP systems. This method can help estimate the outcome after introduction and make it easier to evaluate benefits, for example, keeping project flow schedule and costs under control, implementation and simulation of new enterprise flow schedule. (4)Each industry has professional knowledge and characteristics specific to it. For example, in the case of PCB industry, use rate of base plate material and design and management of engineering data are core professional knowledge of lumber industry. In the case of textile industry, analysis of fabrics, management of characteristics of semi-finished fabrics, integration and automation of process are critical functions essential to competitiveness of this industry. A universal ERP system cannot take care of unique characteristics of various industries. Therefore, only an industry-specific ERP that is specialized in and designed to meet characteristics of a concerned industry can perfectly satisfy the core professional operation of the industry. (5)Because industry-specific ERP systems set the best model of business flow and are concise and suitable, they produce more rapid effectiveness, less impact on organization adjustment, and require smaller investments after being introduced into a business. In view of the preceding findings, the study concluded that the adoption of industry-specific ERP can solidly, effectively, and accurately achieve purposes of ERP systems and can ensure the achievement of potential benefits. At the same time, information manufacturers can obtain vertical profit-base market, enlarging the effect of overall supply value chains.

Summary In an era of knowledge economy, it is necessary to promote the efficiency of business. However, when a corporation decides to use an enterprise resource planning (abbreviated as ERP) system, it becomes a gigantic problem to choose either developing the system by themselves or buying a suit ERP software. At present, the maturity of ERP software on the market is able to fulfill the general demand of business. But enterprises in general need to face the situation that the procedure revises when having special demands. The suit ERP software on the market, will divide the system into several main module at present, usually can include financial management, stock control, sale management, procurement management, production management, human resource management. The suit ERP software on the current market, the major problem stems from three causes. They are process-oriented, structured method, and object-oriented. We call them non architecture oriented finance management ERP model (NAOFMERPM) This research develops an architecture oriented finance management ERP model (AOFMERPM) which solves the problems generated by NAOFMERPM. To validate this expression, we use the information system success model (abbreviated as IS Success Model) three factors, information quality, system quality, service quality to prove AOFMERPM is better than NAOFMERPM .

Previous evidence has shown that older adults may have specific declines in prefrontal cortex (PFC)-mediated processes supported source memory retrieval, such as strategic retrieval and post-retrieval monitoring. This decline may manifest in the form of attenuated late-frontal ERP effects. Behavioral research suggests that explicitly integrating a target context, or source, with a stimulus during encoding will improve subsequent source memory performance for both younger and older adults. Explicit item-feature binding instructions during encoding may alleviate source memory impairments, in part, by reducing the need for strategic processing during episodic retrieval. The present ERP study investigated whether explicit direction of attention toward item-feature integration may reduce age-related deficits in source memory by alleviating the necessity of frontally-mediated strategic processing at retrieval. Results demonstrated that explicit direction of attention improved source memory accuracy for both young and older adults, but older adults benefited less than the young, indicating additional age-related deficits. ERPs revealed that explicit encoding support attenuated post-retrieval monitoring effects in the young. In the old, explicit encoding instruction resulted in earlier onset of early frontal effects, possibly related to familiarity. Results suggest explicit direction of attention toward item-source integration at encoding may improve source memory by alleviating the need for strategic retrieval, but age-related deficits persist.