Identifying and Prioritizing the Key Factors of ERP System Implementation in Chaharmahal and Bakhtiari Saderat Bank using Theme Analysis Method and Fuzzy Dematel
الموضوعات :farhad farhadi 1 , sayed amin seydaei gelsefidi 2 , Amrollah Parsamehr 3 , Yousef Koohi Fayegh Dehkordi 4
1 - Department of Industrial Management, Noor Hedayat Higher Education Institute, Shahrekord, Iran,
2 - Department of Computer Engineering Noorhedayat Institute Of Higher Education, Shahrekord, Iran
3 - - PhD student in Educational Sciences (Curriculum Planning), Islamic Azad University, Maymeh Branch
4 - master of industrial Management, Noorhedayat Institute Of Higher Education, Shahrekord, Iran
الکلمات المفتاحية: ERP, Saderat bank, organization resource planning,
ملخص المقالة :
The purpose of this study was to identify the key factors in implementing the organization's resource planning system in Chaharmahal and Bakhtiari Saderat Bank using theme analysis method. This research was a type of qualitative research that was done in an applied way. The research population consists of 15 experts and specialist in system implementation, resource planning in Chaharmahal and Bakhtiari Saderat Bank, however, due to the limitations and difficulty of access to all members of the community, so seven of these experts and specialist in the implementation of ERP system have been selected as a sample. To this end, to identify and screen the indicators from the perspective of experts and using the theme analysis method of success factors to implement organizational resource planning based on concepts in seven main groups of vision, project resource planning project management, ERP project team, management commitment, readiness for change, training, continuous improvement are categorized. According to the fuzzy Dematel method, "management commitment" is the most effective. The "Outlook" and "ERP Project Management" criteria are in second and third place with almost the same impact. The criteria of "ERP project team", "readiness for change" and "training" are also in the next degrees of effectiveness. The criterion of "continuous improvement" is also the least effective. It was also found that the criteria of "management commitment" and "ERP project management" have the most interaction with other criteria studied. The criteria of "continuous improvement" and "readiness for change" have the least interaction with other criteria .
