As a way to broaden its offering Saab Support and Services started to implement a new ERP system in 2009. The main reasons were to be able to handle larger integrated solutions from its customers and achieve synergies between its many programmes; these benefits have only partially been achieved. ERP systems are a subject that has generated a lot of literature which describes how an implementation should be done and what benefits can be had, such as lowered costs, higher auto-mation and better communication. This thesis has attempted to answer what barriers have been present at Saab in the post-implementation phase and what can be done in order to move past these and achieve unrealised benefits. Since there are gaps in the literature regarding the post im-plementation phase an exploratory approach was used in this study with a case being studied at the Support and Services division at Saab. A literature study was performed in parallel with the collec-tion of empirical data in order to let the collected data steer the direction of the research.The three barriers to beneficial use that were identified were lack of vision for continuous improve-ments, lack of formal processes and lack of ease of use. Lack of vision for continuous improvement is a barrier since without it improvement measures will not be aligned and issues will persist. By com-municating common goals and using benchmarks to follow up on those goals improvement can be made and employees can see the importance of the system. The second barrier is lack of formal pro-cesses which has caused bad transparency, creating issues with invoices and resulting in limited knowledge sharing between programmes. By standardising routines they are easier to benchmark it also becomes clearer what issues exist and how they relate to each other. With formalised processes it is easier to assign roles and it becomes easier to understand why data is entered since it is more apparent how it used later on in the process. The last identified barrier is the lack of ease of use of the ERP system. Since the software is difficult to use, training is generally needed in order to be able to use it correctly, but since limited training has been carried out employees still lack a greater un-derstanding of how to adapt it into their workflow effectively. This barrier can be overcome either by further education and training users or by simplifying the interface and improving the usability. By having a well communicated vision, employees can work towards common goals, by standardising processes and simplifying the usability of the ERP system it is easier for new employees to learn, which means that employees can be shared easier within Saab.

<p>IT executives face nowadays a theme that underlies for all questions in today's business – the change! The main factor that accelerates the “pace of change” is globalization. Globalization conducts to severe competition; it conducts also to shorter product life cycles that are necessary aspects for companies in order to increase competitive advan-tage. A good alternative to be more efficient and gain access to better information is to implement an ERP system that will allow companies to improve efficiency and be more proactive. The main benefits of an ERP system are that it gives more controls over the company's assets, and business processes such as financial supply chain management and profitability assessments of employees, departments and customers. Most of the companies after implementing the system choose to end their relationship with the ERP system supplier and believe that they have the capacity to maintain and develop the sys-tem by themselves. The post-implementation represents the use and operation after the ERP system is put into use.</p><p>The definite purpose is to investigate why some companies choose to reject the perma-nent external support concerning the maintenance and further development of the ERP post-implementation stage. The paper will present the diverse reasons to why the re-spondents choose to not use permanent external support.</p><p>In order to find accurate information we have interviewed companies within the Jönköping's county that are in the post-implementation stage. Our purpose was to un-derstand the reason to why some companies reject permanent consulting and how they are developing and maintaining the used ERP system. To make this study more accurate we have used theories about ERP systems and the post-implementation stage that will help us to support and give value to our results.</p><p>One of the main results of this research were that companies have only personal moti-vation concerning the consulting activity choices and they affirmed that the result of the implemented ERP system would be the same no matter which alternative they choose for maintaining and developing the ERP system. The overall impression concerning consulting activities is quite positive among the interviewed companies.</p>

<p>De fördelar och värde som ett affärssystem kan bidra med till verksamheten uppstår inte automatiskt när det tas i drift. Det krävs ett fortsatt utvecklingsarbete av system, processer och organisation för att fördelarna ska synas. Studiens syfte har varit att få fram vilka aspekter som är viktiga att ha i åtanke kring fortsatt utvecklingsarbete av ett affärssystem. Därigenom har vi skapat oss en förståelse för hur företag arbetar i Second Wave samt hur teorin förhåller sig till praktiken. Det empiriska materialet har inhämtats genom kvalitativa gruppintervjuer på två stora svenska företag med sammanlagt elva respondenter. Det insamlade materialet har sedan analyserats och jämförts med vår teoretiska referensram som behandlar affärssystem generellt och arbetet efter implementationen i synnerhet. Undersökningen har visat att företag måste arbeta parallellt med stegen i Second Wave, att det initialt krävs en strategi hos företagen för det fortsatta utvecklingsarbetet samt att det är viktigt att företagen bedriver användarträning både före och efter det att systemet har tagits i drift. För företagen börjar det stora arbetet när affärssystemet är implementerat, affärssystemleverantören har gjort sitt och företaget ska börja utvecklas för att nå nya mål.</p>

For decades the problems of access to and sustained use of water and sanitation (WATSAN) technologies in developing countries has dominated the political agendas of international organisations and governments. Despite the significant investments made and the apparent appropriateness of technologies transferred, the effective implementation and sustained use of WATSAN technologies remains a chimera. More importantly, improving access to water and sanitation does not necessarily guarantee the longevity of those systems transferred. Lessons from past interventions suggest that the success of WATSAN interventions depends on the ability of ensuring users‟ broad acceptance of the technologies and sustained used after donor assistance ends. Yet, in the academic literature users‟ feedback and experiences in the post-implementation stage of technologies has received scarce attention. Against this background, this thesis aims to contribute to understanding the dynamics involved in the process of WATSAN technology adoption and sustained use in developing countries by reporting the design and evaluation of a diagnostic post- implementation tool, called RECAP, to address and investigate the problem. This research employs a multiple case study approach to evaluate users‟ post-implementation experience of WATSAN technologies in South Africa and Indonesia. Semi-structured interviews with technology users as well as in depth interviews with local governments and health clinics were conducted in three case studies. By comparing and contrasting technology intended performance and users‟ experiences in the post-implementation stage this study aims to identify potential challenges to technology sustained used. Conclusions relate to the existence of discrepancies between performance and experience, manifested in the post-implementation stage, which suggest the necessity to develop evolving mechanisms to routinely assess users‟ feedbacks of the technologies and assist them with appropriate interventions. Further conclusions relate to the validity, reliability and flexibility of a post-implementation diagnostic tool in investigating user experiences, diagnosing emerging challenges and suggesting remedial intervention to contribute to sustained technology use.

ERP-system är idag närvarande i nästan alla organisationer och har utvecklats till att bli en konkurrensfördel för de organisationer som implementerar systemet på ett korrekt sätt. Det blir också viktigt att lyckas med användandet av ERP-systemet efter implementation. En framgångsfaktor är post-implementation learning (PIL) som innebär att organisationer lär sig från användandet av ERP-system och fortsätter utveckla och uppdatera dessa. Tidigare forskning har fokuserat på beslutsfattare i organisationens roll för PIL men utelämnat andra individer i organisationens påverkan. Denna kvalitativa studie har undersökt hur individers användande av ett ERP-system efter implementation påverkar organisationens PIL. Detta har genomförts genom en fallstudie hos en stor svensk tillverkningsindustri. Det empiriska materialet har samlats in genom semi-strukturerade intervjuer och sedan analyserats genom ett utvecklat ramverk grundat i tidigare teorier från skilda områden. Resultaten visar att individers användande av ERP-system påverkar PIL och att deras användande då får effekter på hela organisationen. Det utvecklade ramverket visade sig också ha praktisk relevans och validitet och öppnar upp för vidare forskning inom ämnet.

De fördelar och värde som ett affärssystem kan bidra med till verksamheten uppstår inte automatiskt när det tas i drift. Det krävs ett fortsatt utvecklingsarbete av system, processer och organisation för att fördelarna ska synas. Studiens syfte har varit att få fram vilka aspekter som är viktiga att ha i åtanke kring fortsatt utvecklingsarbete av ett affärssystem. Därigenom har vi skapat oss en förståelse för hur företag arbetar i Second Wave samt hur teorin förhåller sig till praktiken. Det empiriska materialet har inhämtats genom kvalitativa gruppintervjuer på två stora svenska företag med sammanlagt elva respondenter. Det insamlade materialet har sedan analyserats och jämförts med vår teoretiska referensram som behandlar affärssystem generellt och arbetet efter implementationen i synnerhet. Undersökningen har visat att företag måste arbeta parallellt med stegen i Second Wave, att det initialt krävs en strategi hos företagen för det fortsatta utvecklingsarbetet samt att det är viktigt att företagen bedriver användarträning både före och efter det att systemet har tagits i drift. För företagen börjar det stora arbetet när affärssystemet är implementerat, affärssystemleverantören har gjort sitt och företaget ska börja utvecklas för att nå nya mål.

IT executives face nowadays a theme that underlies for all questions in today's business – the change! The main factor that accelerates the “pace of change” is globalization. Globalization conducts to severe competition; it conducts also to shorter product life cycles that are necessary aspects for companies in order to increase competitive advan-tage. A good alternative to be more efficient and gain access to better information is to implement an ERP system that will allow companies to improve efficiency and be more proactive. The main benefits of an ERP system are that it gives more controls over the company's assets, and business processes such as financial supply chain management and profitability assessments of employees, departments and customers. Most of the companies after implementing the system choose to end their relationship with the ERP system supplier and believe that they have the capacity to maintain and develop the sys-tem by themselves. The post-implementation represents the use and operation after the ERP system is put into use. The definite purpose is to investigate why some companies choose to reject the perma-nent external support concerning the maintenance and further development of the ERP post-implementation stage. The paper will present the diverse reasons to why the re-spondents choose to not use permanent external support. In order to find accurate information we have interviewed companies within the Jönköping's county that are in the post-implementation stage. Our purpose was to un-derstand the reason to why some companies reject permanent consulting and how they are developing and maintaining the used ERP system. To make this study more accurate we have used theories about ERP systems and the post-implementation stage that will help us to support and give value to our results. One of the main results of this research were that companies have only personal moti-vation concerning the consulting activity choices and they affirmed that the result of the implemented ERP system would be the same no matter which alternative they choose for maintaining and developing the ERP system. The overall impression concerning consulting activities is quite positive among the interviewed companies.

The purpose of this Thesis was to create a framework of 11 risk factors, investigate which of them are the most critical for the company and to find relationships between them Research questions  What continuing risks will the company experience after ERP implementation? What relationships and measures can be constructed to better understand and manage risk factors of post-implementation? Some years ago ERP was a novelty in doing business, but nowadays companies have advanced from the implementation to the exploitation phase.  Discussions about ERP post-implementation have just started to appear and many researchers see it as a second wave of ERP research. Undesirable risks in post-implementation stage of ERP can affect not just ERP area, they can lead to a total business failure. ERP post-implementation is a very important topic that requires attention, because understanding potential risk factors and their dependence on each other can facilitate managing process and help to avoid negative consequences. Knowledge of the risks can help to bring forth better practices that are consistent with a company’s internal context.

Introduction: As Information Technology (IT) becomes more and more advanced, the Enterprise System (ES) starts to attract researcher’s attention. While with the high rate of failure IT projects, it is important to evaluate the IT project properly. This paper conducts a case study in the Health Care area and chooses Jönköping County Council’s ROS system to be the target system. According to the established linkage between theory and real world organization, a practice of Enterprise System Evaluation is conducted by using an existing Uwizeyemungu et al.’s Enterprise System Effects Evaluation Model (ESEM). The research questions are as follows: What are the Enterprise Systems Effects which impact on business processes? To what extend do the ES effects impact on the business processes? Purpose: the study is an exploratory study that aims at identifying what are the ES Effects which impact on the business processes and assessing the importance and the actual degree of these effects. The answers of the first goal are explored by analyzing the documents and the record of interview, and the results are the basis of the second question. Method: This research has adopted a combined approach because of the nature of the research questions. Data has been collected through face-to-face interview, survey and the organizational documents. Secondary data are also be used for analyzing. Both qualitative and quantitative data are used for getting a reliable conclusion. Conclusions: The Enterprise System effects can be categorized into automaional effects, informational effects and transformational effects. The relationship between such effects and Performance indicators are very important. By determining the importance and impacts degree of such relationships, the evaluation results can be explicitly calculated and understood.

The master thesis deals with ERP implementation projects, especially in context of post-implementation phase. It examines the impact of user behavior on the realized benefits of the newly established information system. Important point of the thesis is the acceptance of the system by users and their resistance to change. Significant causal relationships with the potential to influence successfull ERP implementation are described. By using system dynamics approach the model is created and simulations are then carried out. Subsequently, the results are presented and analyzed.