Handbook of Management Scales/Learning
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 learning dimension of the ERP competence construct.
The learning competency refers to activities designed to identify cutting-edge ERP techniques from both internal and external sources. It also encompasses the formal and/or informal process of pilot-testing these new methods of using the capabilities of ERP system to deliver business value in day-to-day operations.
- Benchmarking is used to identify cutting-edge ERP techniques.
- We keep track of ERP developments related to our industry.
- Cross-functional groups meet regularly to discuss new uses for the ERP system.
- Internal groups meet regularly to share new methods of using the ERP system.
- ERP improvement suggestions are regularly collected from multiple employee levels.
- Business experiments are conducted to evaluate potential improvements in the way we use ERP.
- ERP experimentation is encouraged even if the proposed improvement is unsuccessful.
- External ERP experts are invited to suggest better ways to use the ERP system.