Handbook of Management Scales/Executive commitment
The paper defines and operationalizes eight Enterprise Resource Planning (ERP) competence constructs. A two-stage normative process of scale development is followed. First, a portfolio of eight generic constructs that are hypothesized to be associated with successful ERP adoption is identified. Each construct is then operationalized as a multi-item measurement scale by applying a manual item sorting technique iteratively to independent panels of expert judges until tentative reliability and validity is established. Second, the multi-item scales is further refined and validated using survey data from 79 North American manufacturing users of ERP systems. The following items are taken from the executive commitment dimension of the ERP competence construct.
Executive commitment refers to top management’s willingness to champion ERP within the organization and allocate the resources required for successful ERP infusion.
- Functional managers willingly assign resources to the ERP project as they are needed.
- The need for long-term ERP support resources is recognized by management.
- Executive management is enthusiastic about the possibilities of ERP.
- Executives have invested the time needed to understand how ERP will benefit the enterprise.
- Executives mandate that ERP requirements have priority over unique functional concerns.
- Top management has clearly defined the ERP Entity’s business goals.
- All levels of management support the overall goals of the ERP Entity.
- Stratman/Roth (2002): Enterprise Resource Planning (ERP) Competence Constructs: Two-Stage Multi-Item Scale Development and Validation. Decision Sciences, Vol. 33, No. 4, pp. 601-628.