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این مقاله علمی پژوهشی(ISI) به زبان انگلیسی از نشریه الزویر مربوط به سال ۲۰۲۲ دارای ۱۲ صفحه انگلیسی با فرمت PDF می باشد در ادامه این صفحه لینک دانلود رایگان مقاله انگلیسی و بخشی از ترجمه فارسی مقاله موجود می باشد.
کد محصول: M1344
سال نشر: ۲۰۲۲
نام ناشر (پایگاه داده): الزویر
نام مجله: Digital Business
نوع مقاله: علمی پژوهشی (Research articles)
تعداد صفحه انگلیسی: ۱۲ صفحه PDF
عنوان کامل فارسی:
مقاله انگلیسی ۲۰۲۲ : نقش برنامه ریزی منابع سازمانی (ERP) در نوآوری مدل کسب و کار: نیروی محرک یا مانع
عنوان کامل انگلیسی:
The role of ERP in business model innovation: Impetus or impediment
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چکیده فارسی
هدف: این تحقیق نقش تعدیل‌کننده برنامه‌ریزی منابع سازمانی (ERP) را در نوآوری مدل کسب‌وکار (BM) با مقایسه دو گروه از شرکت‌های کوچک و متوسط (SMEs) شامل سرکت هایی که در حال بررسی پذیرش ERP هستند یا شرکتی هایی که از قبل ERP را پیاده سازی کرده اند، بررسی می‌کند. به طور خاص، هدف این است که ببینیم آیا ERP رابطه بین نتایج BM، یعنی فرآیند نوآوری BM، و عملکرد BM را تقویت می کند یا تضعیف. با تمرکز بر توزیع و خلق ارزش پایین دستی، جدید بودن BM مورد بحث یک میانجی گر مهم، است.
طراحی/روش‌شناسی/رویکرد: این تحقیق بر اساس یک مطالعه کمی بزرگ در بین شرکت‌های اسپانیایی که در فعالیت‌های نوآوری BM و در مراحل مختلف اجرای ERP فعالیت می کنند، می باشد. برای جمع‌آوری داده‌ها از نمونه ای از ۲۰۸ شرکت اسپانیایی از بخش‌های مختلف که درگیر نوآوری مدل کسب‌وکار هستند، استفاده شد و به منظور آزمایش مدل از شاخص خصیصه متفاوت-خصیصه یکسان (HTMT) برای مقیاس‌بندی و مدل‌سازی معادلات ساختاری (SEM) استفاده شد.
Abstract:
Purpose: This research explores the moderating role of Enterprise Resource Planning (ERP) in (Business Model (BM) innovation by comparing two groups of Small and Medium-sized Enterprises (SMEs) that are still in the process of considering adoption of ERP or already have implemented ERP. In particular, the aim is to see whether ERP enables or hampers the relationship between BM experimentation, i.e. the process of BM innovation, and BM performance. An important mediator, with a focus on downstream value delivery and creation, is the novelty of the BM in question.
Design/methodology/approach: This research is based on a large quantitative study among Spanish firms that are engaged in BM innovation activities and in different phases of implementing ERP. A representative sample of 208 Spanish firms engaged in Business Model Innovation from different sectors was used to collect data, which was analysed using heterotrait-monotrait (HTMT) for scaling and Structural Equation Modelling (SEM) for model testing.
Findings: Quantitative findings show that there is a direct positive impact of BM experimentation on BM performance for firms that did not implement an ERP, while downstream novelty leads to improved value capture due to increased efficiency and the associated cost reduction. By contrast, firms with ERP show a better performance, depending on the degree of the downstream novelty of the BM.
Originality/value: There is no previous research exploring the moderating role of ERP in BM Innovation for SMEs. This is the first study to examine whether BMexperimentation affects BMperformance and value capturing, as mediated by BM novelty and moderated by implementation by ERP.
Keywords: Enterprise resource planning, Business model innovation, Business model performance, Business model novelty, Business model value capture
۱. Introduction
Over time, many software applications have been developed to strengthen innovation within firms (Ghezzi & Cavallo, 2020; Szopinski, Schoormann, John, Knackstedt, & Kundisch, 2020), with some of them combined in application suites like Enterprise Resource Planning (ERP). ERP systems include various applications, fromcustomer relationshipmanagement (CRM) to sourcing, manufacturing and forecasting, and allow for real-time data sharing by all entities involved in a given supply chain (Brenner, 2018). ERP suites combinemultiple functionalities and help organizations performtasks and processesmore efficiently (Beheshti, 2006), realize costs reductions (Sun, Ni, & Lam, 2015) and improve relationships with suppliers and customers alike (Fui-Hoon Nah, Lee-Shang Lau, & Kuang, 2001), often leading to process standardization, (redesigned) processes that are too formal (Brown & Duguid, 2017), and interlocked relationships. However, ERP, because of its complex modular and architectural nature, has some drawbacks, leading to some well-known problems involving implementation (Sumner, 2000). In SMEs with limited IT knowledge, limited financial and human resources, limited skillsets, limited access to R&D and innovation capabilities, and a lack of (process) standardization (Arbussa, Bikfalvi, & Marquès, 2017), these implementation problems become explicit/ ERP has extensively been studied from a Business Process Innovation or redesign perspective, but rarely in relation to Business Model Innovation, as we shall see in the literature section…
۷.Limitations and future research
This study also has a number of limitations that need to be acknowledged. First, using cross-sectional data, rather than longitudinal data, limits the discussion about the causality of the proposed relationships. Alternative models with inversed causality have shown a lesser fit with the data. Undoubtedly, including other moderators, antecedents, mediating variables and consequences in our model could offer an appealing potential contribution to the field of integrating enterprise resource planning and BM innovation. Focusing on different levels of IT maturity may further nuance our findings. Further research into the relationship between business logic in creating and capturing value, and the role of information technology in support of the operational model of a firm may yield new and interesting insights (see Verhagen et al., 2022)…
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