Identification and Prioritization of Critical Success Factors in ERP Implementation using Fuzzy Screening and DEMATEL Method (A Study of Qom Municipality)

Subject Areas : Management (system orientation)

Ali Abedini ¹ , hamidreza yazdani ² , Amin Hakim ³ , Alireza Abarghouei ⁴

1 - Ph.D. Candidate, Department of Business Administration, Faculty of Management and Economics, Tarbiat Modares University, Tehran. Iran
2 - Assistant Professor, Department of Business Administration, Faculty of Management and Accounting, Farabi Campus, University of Tehran, Qom, Iran
3 - Assistant Professor, Farhangian University, Tehran, Iran.
4 - MSc, Department of Business Administration, Faculty of Management and Accounting, Farabi Campus, University of Tehran, Qom, Iran.

Received: 2019-02-27 Accepted : 2019-12-23 Published : 2020-03-20

Keywords: ERP, Implementation, DEMATEL,

Abstract :

The expansion of cities along with the diversity of citizenship needs, on the one hand, and the development of information and communication technology, on the other, have highlighted the need to employ ERP systems in municipalities and urban organizations. Therefore, this applied library survey aimed to initially identify effective factors that may impact ERP Implementation and secondly prioritize and evaluate the influence and effectiveness of identified factors. To serve the identification purpose, valid domestic and international electronic data bases were search were done in the Persian and foreign scientific databases were searched to detect critical success factors in ERP Implementation that were further divided into 24 dimensions. Based on the Fuzzy Screening, 11 factors out of the 24 dimensions served as a basis for pairwise comparison of the factors and determining the impact and effectiveness. The research population was the senior managers of Qom municipality from whom 9 experts in planning and information technology were selected from the central Qom Municipality and FAVA Organization to form the research sample. The gleaned research data were analyzed via the DEMATEL method, Excel and MATLAB software. The most influential factors were found to be Culture and Organizational Features (R-C=1/24) including Vision (R-C=0/56), Staff skills (R-C=0/53), Top management support (R-C=0/41) and Communication (R-C=0/06), are influential factors and change management (R-C=-0/88), Vendor (R-C=-0/67), Control and evaluation (R-C=-0/52), Implementation strategy (R-C=-0/29), Costs (R-C=-0/23) and Project Team (R-C=-0/20). Moreover, the most influenceable factor was found to be Change Management (R-C=-0/88) including five factors of salespersons (R-C=-0/67), control and evaluation (R-C=-0/52), implementational strategy (R-C=-0/29), costs (R-C=-0/23) and project executive team (R-C=-0/20). Finally, top management support (R+C=10/54) and Vision (R+C=8/37) were found to be the most and the least interacting factors.

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