Papers by Mohsen khoshsirat
Proceedings of 10th international conference of Strategic Management, Tehran, Iran, Nov 2013
Today, technology strategy is more highlighted than ever once technology as a significant
source... more Today, technology strategy is more highlighted than ever once technology as a significant
source positions firm in the market as well as increases its profits. To develop effective
technology strategy and apply its actions’ plan, many researches have focused on process of
technology strategy making that are categorized in “Positioning view” or “Resource-based
view” (RVB) divisions. Remarkable emphasis of RBV on technology as a key source of firms’
competitiveness has led to promotion of process and content of strategy making in firms, but
still it does not suffice in Knowledge-Based Economy (KBE) sphere. In fact, KBE necessitates
development of other concepts to sustain firm in a changing environment that knowledge plays
a critical role such as Dynamic Capability (DC). We believe that the notion of DC complements
the premise of the RBV of the firm and contributes to technology strategy design and its
effectiveness in KBE. Furthermore, we explain some new considerations in technology strategy
making inspired by RBV and DC concepts namely Analytical, Process, and Content fields.
This study aims to identify Critical Success Factors (CSFs) in implementation of Enterprise Resou... more This study aims to identify Critical Success Factors (CSFs) in implementation of Enterprise Resource Planning (ERP) systems that are effective on organization success. While scholars have tried to apply concepts such as Change Management (CM), Knowledge Management (KM) and Innovation Management (IM) to offer solutions to overcome challenges in implementing ERP systems, the Transfer aspect of ERP implementation has been lessdeveloped; transfer from a developer company (vendor) to a receiver company. Hence, we have summarized our identified effective measures in ERP implementation and Technology Transfer (TT) into a questionnaire that was distributed among managers and experts of four Iranian large companies and their ERP vendors. Results from Exploratory Factor Analysis (EFA) shows that following five main factors are effective on ERP implementation success: Culture, Organizational Structure, Project Management, Support Activities and Training Issues and the Interaction between Transferor and Transferee. Furthermore, effect of each main factor on organization success has been calculated by Pearson method.
The aim of this study is identifying CSFs of ERP implementation. ERP implementation always
deals... more The aim of this study is identifying CSFs of ERP implementation. ERP implementation always
deals with challenges which decrease the chances of Implementation success in practice. In order to
overcome these challenges, many researchers have applied concepts such as Change Management,
Knowledge Management, and Innovation Management to moderate and handle implementation issues;
however challenges continue to exist. Thus, we propose a new look into ERP deployment as a Technology,
made by a Developer Company, and used by a Recipient Company. In this paper, we see ERP system
implementation from a technology transfer perspective. Besides studying ERP, we review models and
success factors in Technology Transfer (TT). Then, we summarize Critical Success Factors (CSFs) that
integrate the concepts of ERP implementation and TT. A questionnaire based on these CSFs was designed
and distributed among four Iranian large companies and their ERP developers. All four of these companies
are in heavy metal industry and were implementing an ERP system at the time. Identified CSFs are validated
by using T-test, and are categorized by Exploratory Factor Analysis into five main factors. These Factors are:
Culture, Organizational Structure, Project Management, Support Activities & Training Issues, and the
Interaction between Transferor and Transferee.
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Papers by Mohsen khoshsirat
source positions firm in the market as well as increases its profits. To develop effective
technology strategy and apply its actions’ plan, many researches have focused on process of
technology strategy making that are categorized in “Positioning view” or “Resource-based
view” (RVB) divisions. Remarkable emphasis of RBV on technology as a key source of firms’
competitiveness has led to promotion of process and content of strategy making in firms, but
still it does not suffice in Knowledge-Based Economy (KBE) sphere. In fact, KBE necessitates
development of other concepts to sustain firm in a changing environment that knowledge plays
a critical role such as Dynamic Capability (DC). We believe that the notion of DC complements
the premise of the RBV of the firm and contributes to technology strategy design and its
effectiveness in KBE. Furthermore, we explain some new considerations in technology strategy
making inspired by RBV and DC concepts namely Analytical, Process, and Content fields.
deals with challenges which decrease the chances of Implementation success in practice. In order to
overcome these challenges, many researchers have applied concepts such as Change Management,
Knowledge Management, and Innovation Management to moderate and handle implementation issues;
however challenges continue to exist. Thus, we propose a new look into ERP deployment as a Technology,
made by a Developer Company, and used by a Recipient Company. In this paper, we see ERP system
implementation from a technology transfer perspective. Besides studying ERP, we review models and
success factors in Technology Transfer (TT). Then, we summarize Critical Success Factors (CSFs) that
integrate the concepts of ERP implementation and TT. A questionnaire based on these CSFs was designed
and distributed among four Iranian large companies and their ERP developers. All four of these companies
are in heavy metal industry and were implementing an ERP system at the time. Identified CSFs are validated
by using T-test, and are categorized by Exploratory Factor Analysis into five main factors. These Factors are:
Culture, Organizational Structure, Project Management, Support Activities & Training Issues, and the
Interaction between Transferor and Transferee.
source positions firm in the market as well as increases its profits. To develop effective
technology strategy and apply its actions’ plan, many researches have focused on process of
technology strategy making that are categorized in “Positioning view” or “Resource-based
view” (RVB) divisions. Remarkable emphasis of RBV on technology as a key source of firms’
competitiveness has led to promotion of process and content of strategy making in firms, but
still it does not suffice in Knowledge-Based Economy (KBE) sphere. In fact, KBE necessitates
development of other concepts to sustain firm in a changing environment that knowledge plays
a critical role such as Dynamic Capability (DC). We believe that the notion of DC complements
the premise of the RBV of the firm and contributes to technology strategy design and its
effectiveness in KBE. Furthermore, we explain some new considerations in technology strategy
making inspired by RBV and DC concepts namely Analytical, Process, and Content fields.
deals with challenges which decrease the chances of Implementation success in practice. In order to
overcome these challenges, many researchers have applied concepts such as Change Management,
Knowledge Management, and Innovation Management to moderate and handle implementation issues;
however challenges continue to exist. Thus, we propose a new look into ERP deployment as a Technology,
made by a Developer Company, and used by a Recipient Company. In this paper, we see ERP system
implementation from a technology transfer perspective. Besides studying ERP, we review models and
success factors in Technology Transfer (TT). Then, we summarize Critical Success Factors (CSFs) that
integrate the concepts of ERP implementation and TT. A questionnaire based on these CSFs was designed
and distributed among four Iranian large companies and their ERP developers. All four of these companies
are in heavy metal industry and were implementing an ERP system at the time. Identified CSFs are validated
by using T-test, and are categorized by Exploratory Factor Analysis into five main factors. These Factors are:
Culture, Organizational Structure, Project Management, Support Activities & Training Issues, and the
Interaction between Transferor and Transferee.