Implementing enterprise systems: top management influence on implementation effectiveness

Dong, Linying

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dc.creator	Dong, Linying
dc.date.accessioned	2014-03-07T19:22:45Z
dc.date.available	2014-03-07T19:22:45Z
dc.date.issued	1999
dc.identifier.uri	http://library2.smu.ca/xmlui/handle/01/25752
dc.description.abstract	How to minimize risks involved in enterprise systems (ES) implementation while maximizing benefits has become a challenge for top management. This article proposes a conceptual model exploring impacts of top management on ES implementation effectiveness. Top management influences under different ES implementation modes will then be examined. The paper concludes with potential contributions to IS researchers and practitioners.	en_CA
dc.description.provenance	Submitted by Trish Grelot (trish.grelot@smu.ca) on 2014-03-07T19:22:45Z No. of bitstreams: 1 asb_proceedings_1999_dong_l.pdf: 86381 bytes, checksum: 89c8d0e097d5e6eb1d5a10a012c0a362 (MD5)	en
dc.description.provenance	Made available in DSpace on 2014-03-07T19:22:45Z (GMT). No. of bitstreams: 1 asb_proceedings_1999_dong_l.pdf: 86381 bytes, checksum: 89c8d0e097d5e6eb1d5a10a012c0a362 (MD5) Previous issue date: 1999	en
dc.format.extent	10 p.
dc.language.iso	en	en_CA
dc.publisher	Atlantic Schools of Business	en_CA
dc.subject.lcsh	Information storage and retrieval systems -- Business
dc.subject.lcsh	Management information systems
dc.subject.lcsh	Business enterprises -- Information technology
dc.subject.lcsh	Organizational change
dc.title	Implementing enterprise systems: top management influence on implementation effectiveness	en_CA
dc.type	Text	en_CA
dcterms.bibliographicCitation	Proceedings of the 29th Atlantic Schools of Business Conference, Halifax, Nova Scotia,1999