پذیرش سیستم های داخلی برنامه ریزی منابع انسانی (ERP) در اتیوپی Acceptance of homegrown enterprise resource planning (ERP) systems in Ethiopia

Background Although organizations have been performing every operation manually, the expanding nature of organizational activities and globalization is enabling them to adopt, implement, and use information and communication technology (ICT). ICT has been enabling organizations globally to carryout operations in an effective and efficient manner. Currently, exchange of information pertaining products, services, processes, manufacturing is being facilitated with the aid of ICT. Organizations have been using both commercial off-the-shelf and bespoke/custom or tailored/homegrown software to support their organizational operations and perform in an efficient manner. Even though these two groups of software have their own advantages and disadvantages, most researches show that the advantage of bespoke software is much more preferable for enterprise resource planning (ERP) purposes than commercial off-the-shelf software. Since 1990s, firms throughout the world have been adopting and using enterprise resource planning (ERP) systems to have a standardized and organized information system (Rajagopal 2002) that could enable them to manage their, particularly, financial transactions or accounting, manufacturing, supply chain, human resource, and inventory systems in an integrated manner. ERP systems are an integrated software that handles core organizational processes using a common database system. According to Zhelyazkov (2012), “ERP systems are comprehensive software packages that seek to integrate the complete range of a business process and functions in order to present a holistic view of the business from a single information and information technology architecture”. Since ERP systems could create a unified enterprise that handles all departmental functions using a common database which handles all business transactions, such systems enhance interdepartmental coordination and cooperation (AlQashami and Heba 2015; Ehie and Madsen 2005; Bingi et  al. 1999). Moreover, the continuous changes in market, process, and products, firms have been progressively adopting and using ERP systems investing millions of dollars throughout the world (Stratman and Roth 2002). In 2002 and 2010 the global expenditure on such systems would be $72 billion and $1 trillion respectively. By 2016, the global revenue for ERP systems was projected to reach $32.6 (Statistica 2016; Heald and Kelly 1998). However, many of such system implementations failed and the realization of ERP’s potential benefits was rare (Stratman and Roth 2002; Umble et  al. 2003). This is basically created when there is mismatch or incompatibility between organizational requirements and purchased ERP packages in terms of data, function, and output (Umble et al. 2003; Markus and Cornelius 2000; Kien and Soh 2003; Lucas et al. 1988).