Arab

Heliyon 10 (2024) e24531
Contents lists available at ScienceDirect
Heliyon
journal homepage: www.cell.com/heliyon
Research article
A model for enterprise resource planning implementation in the

Saudi public sector organizations
Mohammed Zaid M. Bin Hammad *, Jamaiah Binti Yahaya , Ibrahim Bin Mohamed
Faculty of Information Science and Technology, Universiti Kebangsaan Malaysia, 43600 Bangi, Selangor, Malaysia
A R T I C L E I N F O A B S T R A C T
Keywords: Studies dedicated to user’s adoption, acceptance, and use of IT have been rampant since the
Technology acceptance model advent of computers and IT. Therefore, it becomes essential to assess the value of IT to organi
DeLone and McLean information success model zations and to understand the determinants of such value in terms of acceptance, integration, and
Enterprise resource planning
technology use. In this regard, Enterprise Resource Planning (ERP) adoption remains challenging
User involvement
Saudi Arabia
for professionals and practitioners alike. Previous research neglected many vital factors, such as
Adoption user involvement (participation, engagement, and resilience) and environmental factors (change
management, competitiveness, and pandemic pressure). Therefore, this study aims to identify the
most significant factors that influence the successful adoption of ERP and propose a conceptual
model. The Technology Acceptance Model with DeLone and McLean Information Success Models
were the base for the study. The findings of this study reveal a conceptual model that facilitates
the successful adoption of ERP systems. Through the identification of critical factors, one factor
emerged as a permanent component in the adoption process. This conceptual model provides
valuable insights for organizations seeking to implement and adopt ERP systems effectively. The
study’s findings offer valuable insights for firms pursuing long-term economic success through
ERP adoption. Understanding the influencing factors enables efficient and effective deployment.
Implications are relevant to organizations, ERP vendors, and decision-makers, guiding informed
decision-making and prioritizing success factors.
1. Introduction
The business environment has become competitive, and the economy has transformed into a marketplace, along with the increasing
growth of economic globalization and information technology. Market competition is becoming particularly intense day after day [1,
2]. Many organizations continue to increase their investment through the implementation of various types of systems, for example,
enterprise resource planning (ERP), supply chain management (SCM), and customer relationship management (CRM). This is mainly
due to the belief that these systems can lead to an increase in the efficiency of human resources [3]. Organizations should also un
derstand how a Business Intelligence (BI) system works accordingly. Such understanding can be devised by enhancing user engage
ment (user participation, user involvement) and taking the most appropriate and timely consideration of quality factors. Internal and
external information must be highlighted as among the most potent tools organizations acquire to appropriately gather, analyze,
disseminate, and use to survive our time’s competitive world [4,5]. In order to stay ahead of the competition, organizations should
align the BI system with their objectives. This can be achieved by promptly accessing the correct information so managers can make the
* Corresponding author.
E-mail address: p100872@siswa.ukm.edu.my (M.Z.M. Bin Hammad).
https://doi.org/10.1016/j.heliyon.2024.e24531
Received 5 November 2022; Received in revised form 13 December 2023; Accepted 10 January 2024
Available online 15 January 2024
2405-8440/© 2024 Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
M.Z.M. Bin Hammad et al. Heliyon 10 (2024) e24531
right decisions [5].

The ongoing dynamism of the economic environment is perceived as a continuous process of evolution. Therefore, possessing the
ability to utilize intelligent tools is highly significant to transform challenges into favorable prospects. This is a necessary element for
any company willing not only to remain forward but also to strengthen its market position [6,7]. Much data is available in any or
ganization on production indicators, forecasts, financial reports, sales reports, and balance sheets [8,9].
Despite this, it is often not possible for managers to update information in a timely and quality manner to make the best decisions.
Companies need to adapt, dynamically responding to changes in the business environment and customer expectations in order to
thrive in today’s fiercely competitive global economy [10].
Equally significant, managers must anticipate changes within and beyond their industry and swiftly make well-informed decisions
grounded in precise data essential for their enterprises. Both companies and managers must promptly incorporate suitable tools to
effectively respond to economic, social, legislative, and administrative shifts. Companies and managers must analyze all aspects of the
changes in those environments to make proper decisions [11,12]. Firms must know the most sought-after services on the market, which
customers are most proficient in, and the new services they should provide to maintain their competence [13,14].
Earlier studies show that users’ commitment to implementing and considering quality factors is critical in increasing the efficiency
of the information system, achieving targets, and driving information system performance [15,16]. ERP systems, especially in business
sectors, play such an important role. The top spending priority for many Chief Information Officers includes the designation of an
application for the business and remains the most relevant technology available to buy [8,17–19].
The success of the ERP system implementation remains questionable despite the growing interest within the business area [20].
Around 60–70 % of ERP applications experience failure due to various issues, including technology limitations, organizational
challenges, cultural barriers, and infrastructure deficiencies. In addition, implementing ERP systems is costly and intricate [21]. As a
result, 60 % of all those projects fail to achieve their initial objectives [22–24].
Many IT organizations struggle to connect ERP to the business and involve business users [22,23].
Involving users in the development of the ERP system is crucial to enhancing the available information technology features that are
directly relevant to them. In addition, a clear relationship should exist between users’ involvement and quality factors so that users can
participate in system development to optimize the system and prevent system failure [25,26].
Currently, organizations are employing ERP but cannot accomplish their expected objectives [27]. This is caused by the system
being implemented without the users and quality factors being involved [28]. User participation and quality factors are essential
dimensions for ERP system efficiency measurements [29]. However, measuring success will be inaccurate if ERP providers or top
managers do not focus on both components. The previous studies focused separately on user participation and quality factors [27,29].
Scarce studies are performed to combine user commitment and quality factors with unit or cluster measurement. Integrating user
involvement and quality factors is crucial, as both dimensions do not suffice to assess the efficiency or success of the system separately.
Integrating user implication and quality factors can prevent system failure and maximize the efficiency of business intelligence [30].
Several literature authors [31–33] showed that the effectiveness of ERP systems ensures organizational sustainability. Neverthe
less, as organizations’ goals and environments evolve, the information needs of business users undergo corresponding changes. Un
fortunately, studies that examine the successful implementation of ERP and the sustainability of organizations are lacking, especially in
developing countries [34]. Therefore, ERP’s role in organizations’ sustainability must be identified urgently [35,36].
Typically, institutions use models as guidelines for effectively implementing and utilizing technology [37]. However, the scarcity of
research on ERP implementation models has been a significant barrier to successful ERP adoption. Therefore, this study aims to
propose a comprehensive ERP implementation model specifically tailored for developing countries, using KSA as an example. The
model will serve as a valuable reference for organizations seeking to implement ERP, as it considers the influential factors across
various dimensions [38,39].
In addition to the lack of studies regarding the framework of ERP adoption in the public sector, previous studies did not investigate
all the factors that influence the adoption of ERP [36,38]. Only some technological and organizational factors have been investigated.
Environmental, quality, and user factors should also be considered [5,38,40].
This paper makes significant contributions to ERP implementation in the Saudi public sector. It proposes a tailored conceptual
model for ERP adoption, identifies a critical and permanent factor in the adoption process, integrates the Technology Acceptance
Model (TAM) and De Lone and Mc Lean IS Success Model [41], and provides practical implications for organizations. This study
bridges the research-practice gap and offers valuable insights to enhance ERP implementation and improve operational efficiency in
Saudi public sector organizations. Thus, this research focuses on the ERP system’s success and ensuring the organization’s sustain
ability based on the factors under the dimensions identified above.
This paper follows a structured organization. It begins with Section 2, which discusses related works, followed by Section 3,
emphasizing the study’s significance. Section 4 presents the methodology, while Section 5 introduces the conceptual model. The
findings are discussed in Section 6, and implications are explored in Section 7. Section 8 focuses on future research directions, and
finally, Section 9 provides the conclusion, summarizing the key findings and the overall significance of the study.
2. Literature review
ERP is an essential group of systems allowing the organization, both internally and externally, to interpret and disseminate in
formation. However, its transformation process is relatively insignificant. Nevertheless, transforming data into knowledge and
implementing proper actions can enhance business processes’ performance [1,2].
ERP is a software package that integrates the entire firm departments and functions into a computer system that can serve the
2
departments’ needs [42,43].

The ERP system is precious for data analysis, decision-making, consultation, and reporting. Combined with specialized IT infra
structure, this system effectively disseminates crucial information to organizations, enabling them to make timely and appropriate
decisions, even under pressure. By leveraging the ERP system, organizations can gain a competitive advantage in the digital and global
economy [8].
Several studies demonstrated the ERP system as among the critical factors in preserving the company’s longevity and the e-
marketplace [38,39]. The system helps an organization, in fact, to intelligently explore, integrate, aggregate, and analyze data from
various information resources in a multidimensional analysis [44]. The ERP system is designed with a standardized approach that
allows for integrating data collected from the organization’s internal information systems and data obtained from the environment and
various databases [40,45,46]. This comprehensive integration ensures that all relevant data is combined within the ERP system for
efficient processing and analysis [47].
Stakeholders, customers, and suppliers include all kinds of people in an organization involved in decision-making. In many cases,
the scope of a specific decision is global. Therefore, the broader exchange of knowledge and information sharing and enhanced
cooperation between activities and contrast between everything that has occurred in the past are required at both local and inter
national levels [5,48,49].
The world has witnessed significant advancements and transformations in information and technology (IT) in recent years. These
advancements have profoundly impacted the global economy [50]. From a business perspective, the current global economy has
necessitated a redefinition of business operations. The pervasive presence of the Internet in people’s daily lives signifies that infor
mation technology has become an integral part of our lives, particularly in the business world. Utilizing IT, including Business In
telligence (BI) systems, enables business users to report, analyze, and optimize their business activities effectively [7,50]. By leveraging
these technologies, businesses can minimize costs and increase revenues [38].
The ERP system represents the convergence of intelligent technologies and is recognized as a current and future direction in the e-
business realm. This system provides superior-quality information, personalized recommendations, intelligent decision-making sup
port, and enhanced integration with a broader network of companies [7,44,50]. Consequently, organizations and government in
stitutions have embraced developing and providing internet-based business intelligence system services [51].
The ERP system presents attractive market prospects and poses problems for most business areas in the presence of intelligent
technology and methodologies. The system can deliver intelligent information on the Internet through search, online system design,
presentation, recommendation, and provision. The ERP system is now known as a new direction for the future establishment of e-
business with the fast expansion of intelligent technologies [3,52–54].
Moreover, with its rapid growth and lucrative market, the Middle East has its appeal to bring to the global economy. Indeed,
according to researchers, practitioners and local and foreign business solution vendors [33,40,44,45,49], the Middle East market
remains largely unexplored.
Therefore, the ERP system implementation is growing in many sectors, especially in the services sector; researchers and pro
fessionals must be more careful to make it possible and open to vendors of worldwide business solutions to enter the Middle East
market. The presence of the system thus contributes to the diffusion of technology in the Middle East market [38].
ERP is a field of research that demands a large area of study because many components influence the success of this system.
Therefore, two critical components of research are used. Firstly, the variable user participation includes two aspects: user involvement
and user engagement. The second factor is the quality factor used in the study, which comprises three dimensions: system quality,
information quality, and quality of service [38,39].
On the other hand, user implementation requires both user participation and user involvement, but they are distinct [37]. User
involvement leads to better user compliance and thus to improved system quality. In the Information System literature, user
involvement, including its use and acceptance, is interchangeably used [55,56]. In addition, user involvement is the psychological
stage for an individual and is characterized as the meaning and personal relevance of the program to the user [57]. User involvement is
also defined as the measurable user actions in developing and implementing the IS [58]. User engagement is a psychological stage for a
person and is characterized by the user program’s meaningfulness and personal relevancy. Users’ participation is also defined as
measurable user actions in developing and implementing Information System IS) [58].
User involvement in developing an information system was considered a component of the success. The impact of user involvement
on system success in information systems is one of the most researched and controversial areas [56,59]. To establish the information
system successfully, the users’ commitment is essential. The advantages of involving users in the development process are beneficial.
Improved system quality, user experience and engagement could be part of these activities [60,61].
Such user-participative behaviors can be expected to bring several benefits. Users’ participation in system development can
improve system quality according to Ref. [62] through thorough and accurate identification of user information, organizational
know-how and expertise. The system’s primary objective is to foster a strong user understanding and prevent the inclusion of un
desirable or irrelevant system features. User participation is anticipated to increase user acceptance of the system while establishing
more realistic expectations regarding its capabilities [59]. Among the benefits that users and designers can benefit from are the op
portunities to resolve design disputes, the user’s sense of ownership of the system, the reduction in user resistance to upcoming changes
to the system, and more outstanding user commitment [50,63]. As a result, user participation is what practitioners seek and encourage
in the development of IS [64].
Furthermore, the user needs to participate in technical procedures, for example, data/dynamic modeling and standardization,
mainly structuring the data in the information system field. It is always essential for system designers who do not understand specific
data items in their connections to explain the significance of particular data items [56,59]. Users often perceive certain aspects of the
3
system that developers may find incomprehensible, illogical, or excessively complex. Consequently, the involvement of users in the
design aspects of the user interface is crucial, as they bring valuable insights and perspectives that can enhance the usability and logic
of the system [50,63]. Data entry personnel, for example, favors what appear to be way too cluttered screens in avoiding changing
between windows [65].
The need for user involvement is a significant problem in employing information systems [66,67]. User involvement in imple
menting the information system has been an important research area since the 1960s. Most researchers recognize that user
commitment is often linked to successful implementation, and the form and strategies for user involvement remain poorly defined
[68]. Indeed, there is still a widespread failure in implementing the information system, with billions of dollars lost each year. Lack of
user involvement still constitutes an essential fault contributor [26,50].
On the contrary, users have been characterized in various ways and described with different words in their role in establishing the
information system. Selecting any of these terms in describing these phenomena will probably lead to misunderstandings. Therefore,
“user involvement” is suggested as the general term for the whole range, development, implementation, and use of user relationships
with information systems [69].
There has recently been much debate on the role of the ERP in giving businesses a competitive edge. Researchers, however, argued
that the ERP system is not an alternative but its use offers competitive advantages [50]. Of this reason, companies need to consider the
factors influencing the adoption to reduce costs [40,49].
The information provides the foundation for economic choices throughout the value chain to ensure that firms remain competitive
by providing real-time access to data or offering business functions dependent upon implementing modern information systems (ERP,
for example). At the same time, the number of companies using such sophisticated information systems is increasing [5].
The existing literature on ERP systems adoption exhibits several gaps that offer opportunities for further research [5]. Firstly, there
is a need for studies encompassing a broader range of industries, going beyond the commonly explored sectors such as technology,
finance, and manufacturing. Additionally, longitudinal studies focusing on the long-term implications of ERP implementation are
lacking. Furthermore, more attention should be given to small and medium-sized enterprises (SMEs) and their unique challenges in
adopting ERP systems. Cultural and contextual factors also deserve more exploration concerning their influence on ERP adoption.
Lastly, there is a dearth of research on the post-adoption outcomes of ERP systems, emphasizing the need to investigate the long-term
effects on organizational performance. Addressing these gaps will contribute to a more comprehensive understanding of ERP systems
adoption and provide valuable insights for organizations seeking to implement or optimize ERP systems [5,38,39].
3. Significance of study
The relationship between user engagement and quality variables does not matter in all models capturing system performance and/
or system success. Besides that, the previous work did not include all the relevant factors. This study, therefore, explicitly measures the
behavioral purpose of implementing ERP, considering the influences between user participation, environmental and quality factors,
and their effect on organizations’ sustainability. Further, the conceptual model offers a clear understanding of the interactive con
sequences of the intention to implement ERP of the identified factor. This study is no less important, but it also improves understanding
and realizes the impact and advantages of user involvement in the success of system efficiency in the information system.
This research is expected to contribute to organizations’ technological implementation. Apart from promoting the system to be
implemented by organizations and giving the organizations recommendations during the execution of the business intelligence system,
the technology implementation framework will reduce the likelihood of the ERP system failing.
Furthermore, the study will add to the body of knowledge by focusing on factors that influence the intention of ERP imple
mentation. The study will introduce the most significant factor which reduces the ERP implementation failure rate.
In conclusion, this study offers recommendations for Saudi organizations and ERP vendors worldwide. Furthermore, the insights
Fig. 1. The methodology of the study adapted from Mukred, Yusof [70].
4
provided by this research are relevant for users across various levels of management, including operational, tactical, and strategic
divisions. These users may contribute to system development and implementation to increase the ERP’s use, advantages, performance
and added value. Last but not least, the study is an excellent way for managers to make the right decisions at the right time, even under
the most challenging conditions.
4. Methodology
This study adopted a rigorous process of methodology in light of operational constructs selection included in the proposed con
ceptual model. The criteria and justifications for constructs selection are displayed in Fig. 1.
The detailed information on the above displayed steps for factors extraction and their use in hypotheses formulation are provided as
follows.
4.1. Theoretical foundations
The selection of the operational constructs was based on their relationship with past theoretical frameworks in the same line of
research, like the Technology Acceptance Model (TAM) [71] and De Lone and Mc Lean’s IS Model [41]. The frameworks were used to
build the theoretical foundation of this study’s understanding of technology adoption and determining factors.
4.2. Extensive literature review
A thorough review of the past studies concerning ERP was conducted to determine the major concepts of its adoption. This phase
entailed going through and reviewing academic articles, research papers and industry reports to determine the constructs that drive or
hinder ERP systems implementation and adoption. The scope of the study was defined by the researchers, who also identified key areas
relevant to adopting ERP systems. The researchers employed targeted databases such as IEEE Xplore Digital Library, ACM Digital
Library, ScienceDirect, Google Scholar, Web of Science, and ProQuest. The study implemented a methodical search strategy to identify
pertinent scholarly works, while adhering to predetermined criteria for inclusion and exclusion. These criteria ensure the chosen
studies are relevant and align with the research objectives of developing an ERP adoption model. The inclusion criteria include
relevance to the topic (e.g., ERP adoption, user involvement, environmental factors in IT adoption), recent publication date, and robust
methodologies (e.g., empirical research, case studies, systematic reviews). Exclusion criteria involve removing irrelevant studies, such
as those not directly related to ERP adoption or not addressing the factors of interest, non-peer-reviewed sources, conference abstracts,
and non-academic publications, and possibly limiting the search to specific languages that is English in international research.
Upon thoroughly examining the obtained publications, the researchers extracted relevant and significant information pertaining to
adopting ERP systems. The results were subsequently amalgamated to ascertain prevalent patterns and influential factors pertaining to
adopting ERP systems. The process of amalgamating and extracting information from the obtained publications entailed a manual
approach by the researchers. The included studies were meticulously examined to comprehend their contents fully. In order to extract
pertinent information, the researchers employed the technique of highlighting and annotating to identify and emphasize crucial points
and data related to adopting ERP systems and the factors that exert influence in this context. The manual procedure encompassed
identifying significant findings, concepts, and themes within each paper, followed by the systematic organization of this information in
a structured fashion. In light of the extensive data collected from diverse sources, manual synthesis played a crucial role in consoli
dating the findings, discerning recurring trends, and acquiring valuable insights about ERP adoption’s determinants. Although manual
processing can be a time-consuming endeavor, it allowed the researchers to thoroughly and meticulously examine the literature. This,
in turn, facilitated the development of a comprehensive conceptual model that encompasses various aspects of successful ERP
adoption.
The researchers critically evaluated the quality of the selected studies, and employed citation management tools to organize the
literature that was gathered effectively. Through in-depth reading and analysis of each paper, the researchers assessed its direct
contribution to the research topic, focusing on ERP systems adoption and influential factors. They scrutinized key aspects such as aims,
methodology, findings, and conclusions to determine their relevance to the research questions. By categorizing studies as highly
relevant, moderately relevant, or not relevant, the researchers prioritized and included only the most pertinent sources in their
literature review. This hands-on evaluation ensured that the research findings and conclusions were based on high-quality, focused,
and meaningful contributions, thus enhancing the overall rigor and credibility of the study.
4.3. Relevance to Saudi public sector
The study constructs were carefully selected based on their relevance to the needs of the Saudi public sector organizations while at
the same time taking the cultural, organizational, and technological factors distinct to Saudi Arabia. In other words, the construct
selection was according to the setting, context relevance, and suitability.
4.4. Practical significance
The selected constructs were analyzed to discern their practical significance and importance to actual scenarios of ERP imple
mentation. The selection of the constructs was according to their effects on the outcome of the organizations in the form of enhanced
5
operational efficiency, enhanced decision-making process, and optimum delivery of services. Their selection was carefully carried out,
emphasizing tangible advantages and contributions to the ERP implementation success.
4.5. Expert consultation
The selection of operational constructs was exposed to expert consultation for validation. The experts comprised academics and
practitioners in the field of ERP implementation, whose insights and perspectives were sought concerning the relevance and signifi
cance of the constructs. Their feedback ensured that the constructs aligned with the industry’s best practices, going beyond what is
required for ERP implementation success. Accordingly, a questionnaire was forwarded to ten experts for ranking the obtained oper
ational constructs, which were all found to be relevant to the study. These experts are seasoned professionals in the fields of technology
adoption and implementation, boasting extensive experience and expertise in ERP systems. Each holds a Ph.D. from prestigious in
stitutions, underlining their academic prowess and qualifications in this specialized domain. Their collective knowledge and insights
were instrumental in evaluating and prioritizing the key elements essential for successful ERP adoption, enriching the research process
with their profound understanding of the subject matter.
Questionnaires were sent to the experts via email. The email introduced the study’s purpose, which aimed to propose a model for
ERP adoption by identifying influential factors for successful system use. The experts were assured of the confidentiality of their re
sponses and the voluntary nature of their participation. They were kindly requested to rank the extracted factors and provide their
expert insights on the remaining questions related to the conceptual model construction. Appendix A contains the questionnaire that
was sent to the experts.
The questionnaire contains two sections. The first section includes factors ranks, and the second contains questions related to the
components of the proposed conceptual model. In this study, the collected data from the experts was quantitative, and the Mean was
used in the analysis. The Mean values of the rankings provided by the experts for each factor were computed to determine the average
significance of each factor in the successful adoption of ERP systems.
The findings from the two questionnaire sections are presented in different parts of the paper. Section 1 of the questionnaire, which
contains the experts’ analysis of factors influencing ERP system adoption success, is included in the conceptual model segment (See
Table 1).
By following a rigorous methodology, the selected constructs were chosen accurately, with the selection process involving theo
retical grounding, empirical support, relevance to the context (public sector of Saudi Arabia), and contribution to practice. All the
established criteria were met, and thus, the proposed conceptual model’s validity and robustness were ensured, adding to the overall
research quality.
5. Conceptual model construction
This research aims to broaden the model that extends back to the revised Delone and McLean [41], depending on the DeLone and
McLean success models (1992). In addition, the study uses the TAM 3 model as a basis for behavioral intent and uses variables.
This research introduces a new extended model based on the user buildings implemented in previous studies. The developed model
serves as a comprehensive conceptual framework tailored explicitly for the current research, incorporating additional elements and
enhancing the understanding of the topic [48]. This model aimed to study the interaction between independent variables and their
effect on other behavioral intentions.
The structure also includes quality factors already implemented by De Lone and Mc Lean IS Success Model [41]and the need for
factors that have been defined as necessary, such as competition, competitiveness, and pandemic impact.
Therefore, the proposed conceptual paradigm in this study is not new; instead, it is based on the Information System success model
and TAM model, an extended version of the Delone and McLean [41]. This study adds a range of structures that either the updated
Table 1
The rank of the factors.
No Factor Experts Mean
E1 E2 E3 E4 E5 E6 E7 E8 E9 E10
1 System Quality 8 9 10 8 9 7 8 10 9 10 8.9

2 Information Quality 7 8 10 9 8 9 7 8 10 10 8.6
3 Service Quality 9 8 10 10 8 9 7 9 10 8 8.8
4 Participation 9 7 8 10 9 8 10 7 8 9 8.5
5 Involvement 7 10 9 10 8 7 8 9 8 10 8.6
6 Resilience 9 8 9 10 7 8 10 9 8 9 8.7
7 Change Management 10 9 10 8 7 8 9 10 8 9 8.8
8 Competitiveness Pressure 8 7 9 10 8 9 8 9 10 7 8.6
9 Pandemic Pressure 9 8 7 10 9 10 8 9 8 10 8.8
10 Perceived Ease of Use 10 9 8 10 8 9 8 7 9 10 8.8
11 Perceived Usefulness 7 10 9 8 9 10 8 9 7 10 8.7
12 Behavioral Intention 10 9 8 9 8 7 10 9 8 9 8.7
13 Sustainability 9 10 8 7 10 8 9 8 9 10 8.8
6
success models of Delone and McLean [41] or the TAM are not included. Several previous studies have shown that these factors are
essential after consideration [5,7,50]. This analysis is based on the proposed conceptual structure, including independent variables;
quality (informational quality, system quality, and service quality), the user (user involvement and user engagement and user resil
ience); and the need for factors (pressures, competition, and pandemic effects). By considering these factors, the proposed conceptual
structure provides a comprehensive framework for understanding and addressing the challenges associated with ERP adoption in the
specific context of the Saudi public sector. The dependent variable in this conceptual model is the behavioral intention to use and the
actual use of the ERP. The actual use variable meets the sustainability resulting from such use.
The factors were recommended by experts (E1 to E10) as seen in Table 1 below. The experts gave their rank out of 10 for each
factor. Calculating the mean value for each factor in the questionnaire resulted in all factors gaining high ranks. This indicates that, on
average, the experts considered all the factors to be significant in influencing the successful adoption of ERP systems in Saudi public
sector organizations.
This study introduces several innovative factors not included in the updated success models of DeLone and McLean [41] or the TAM
[72]. First, user resilience is identified as a crucial factor in ERP adoption, acknowledging users’ psychological and emotional re
sponses to challenges during implementation [73,74]. By understanding and supporting user resilience, organizations can enhance
user acceptance and the long-term success of ERP adoption. Second, user engagement is another significant factor introduced in this
study. User engagement refers to users’ active involvement and commitment throughout the ERP adoption process [75]. By promoting
user engagement, organizations can foster a sense of ownership and collaboration, leading to increased user satisfaction and successful
ERP implementation.
Additionally, the study recognizes the influence of pandemic pressure, highlighting the urgent need for remote work capabilities,
efficient service delivery, and digital transformation triggered by the COVID-19 pandemic [76]. This external pressure catalyzes ERP
adoption and emphasizes the need for agile and resilient adoption strategies. By incorporating these factors, the study provides a
comprehensive framework that considers the Saudi public sector’s unique contextual challenges and opportunities, enabling orga
nizations to navigate ERP implementation successfully.
Fig. 2 portrays the suggested conceptual structure. The second level variables are perceived ease and usefulness, which directly
influence the behavioral intention to implement and use. The usage that achieves sustainability is a dependent variable.
The Technology Acceptance Model (TAM) [77] selection is based on its well-established framework for comprehending users’
acceptance and adoption of technology [78]. TAM emphasizes critical constructs such as perceived ease of use and perceived use
fulness, which are crucial in shaping individuals’ attitudes and intentions toward adopting new technologies [79]. These constructs are
widely recognized as influential factors in understanding technology adoption behavior [80]. By incorporating TAM, we aim to assess
the user-related factors that influence the successful adoption of ERP systems.
In conjunction with TAM, we have incorporated the DeLone and McLean IS Success Model [41], which offers a comprehensive view
of the overall success of information systems. This model encompasses various dimensions, including system quality, information
quality, service quality, and user satisfaction. By incorporating these dimensions, we aim to capture a broader perspective on the
effectiveness and impact of the implemented information systems [81]. In addition, by integrating this model, we aim to capture the
Fig. 2. A conceptual framework for ERP adoption.
7
broader organizational impact and outcomes of ERP adoption, beyond just user acceptance.
The combined utilization of TAM and the DeLone and McLean IS Success Model offers a comprehensive framework that examines
both individual-level factors influencing technology adoption (TAM) and organizational-level factors determining the success of ERP
implementation (DeLone and McLean). This integrated approach provides a more holistic understanding of ERP adoption and its
broader impact on organizations. Furthermore, by considering individual and organizational perspectives, we can gain deeper insights
into the complex dynamics of adopting and implementing ERP systems [82].
Saudi Arabia was selected as the focus of the study on ERP implementation in public sector organizations for several reasons.
Firstly, Saudi Arabia’s economic significance as one of the largest economies in the Middle East makes it crucial to explore how ERP
systems can contribute to the country’s economic diversification efforts. Secondly, the ongoing public sector reforms in Saudi Arabia
create a conducive environment for implementing ERP systems to improve efficiency, transparency, and service delivery. Additionally,
the unique cultural context of Saudi Arabia necessitates a focused study to understand how cultural factors influence ERP adoption.
Lastly, there is a research gap in the specific context of ERP implementation in Saudi public sector organizations, making it essential to
contribute knowledge and insights tailored to this context [38,39].
Defining the concept and terminology as a preliminary step is important before they are evaluated. In this context, the definition of
construction does not depend on the literal meaning of the dictionary. It is defined based on the internal logic of the measurement item
in this research. In other words, the purpose of a building is a study point rather than just a general definition [37,83]. The terminology
descriptions and definitions used in this study are.
5.1. Quality factors
In the context of enterprise resource planning (ERP) systems, refer to the attributes or characteristics that contribute to the system’s
overall quality. These factors encompass various aspects of the system that determine its effectiveness, usability, and value to the
organization.
Common quality factors in ERP systems include the following.
5.1.1. System quality

System quality refers to information system metrics [15], and producing output in the information processing system is important.
The quality of an information system relies on its components and software, and the efficient information treatment reflects the
technical soundness of the system. The system’s quality has a considerable impact on the effectiveness of the information system,
which may be defined as how much an information system does what it wants [84,85].
To optimize the purpose of using the ERP, it is crucial that it is readily accessible and that easily accessible information is contained
therein. The consistency of the information system’s functionality affects the users’ confidence in the overall effectiveness of the
information system [50]. The importance of system efficiency in information management and delivery is stressed, where consistency
is related to ease of data recovery and timely data processing. System usability is one of the components of system consistency that
focuses on device access and data storage. In addition, lack of accessibility restricts the acquisition of reliable information [7,86].
5.1.2. Information quality

An analysis of the related studies identified many concepts of knowledge quality. Mukred and Yusof [15], for example, define the
consistency of the information as a high-value attribute of the information attained by the user and the features of the information
which are following the user’s requirements and specifications. It is the degree to which the data comprises the format and time
features to maximize remaining user value. Xie, Xiao [87] also distinguish between the necessary information and that which is ob
tained where the necessary information satisfies the aesthetic, cognitive, technical, and functional needs of information, managers, and
experts.
However, Yang [88] expressed the quality of information as the standard at which an information system functions. Yang [88]
argues that poor information quality has negative effects on organizations’ activities, tactics, and strategies. Quality of information was
used to evaluate the information processing systems with the system input and output attributes. In addition, the quality of the
knowledge provided by the knowledge system is a key factor in making it possible for users to believe in its value. Indeed, the quality of
information Komba and Ngulube [89] has been shown to be substantially related to system use. The consistency of information is often
considered to have a substantial effect on the performance of the information system. Furthermore, an information system that
produces high-quality content motivates the use of the system services, so perceived information quality is an important variable that
affects the implementation of the ERP.
5.1.3. Service quality

The final variable concentrates on the quality of the service provided. The discrepancy between the normative service expectations
and the actual service performance of the beneficiary is specified. Khan, Awan [90] provided quality of service in the up-to-date
Information System success model. All the impacts were grouped into one single impact, or the advantages category was combined
with net profit.
The quality of ERP-related services, accurate and adequately delivered services, and complete services are described in this study.
8
5.2. User engagement
User participation is expressed as a person who uses a handheld device or system-created outputs as part of his day-to-day work
[75].
User interaction has two principles: user participation and user involvement. However, according to Manullang and Rapina [91],
both definitions are different.
5.2.1. User participation

The participation of users is defined as the user conduct in IS establishment and execution, the number of activities and operations
conducted by users or their officials in IS processes and/or system implementation activity, e.g., general responsibility, hands-on
activities, and IS relationships [92].
5.2.2. User involvement

The involvement of users is expressed as the psychological stage of the individual. It is characterized as the system’s personal and
value relevance for users’ attitudes regarding the building phase and the product (IS itself), for example, significance and personal
relevance [93].
5.2.3. Resilience
User resilience refers to the psychological capacity of an individual to adapt, cope, and recover from challenges or disruptions when
using a system or technology [73,74]. It involves maintaining a positive attitude, motivation, and perseverance in the face of diffi
culties or setbacks during the system adoption or utilization process. User resilience encompasses the user’s determination, flexibility,
and ability to bounce back from obstacles, learn from experiences, and continue engaging with the system effectively. It is an important
factor to consider in understanding the user’s response to system-related changes and their overall adoption and use of the technology
[74,94,95].
5.3. The environmental factors
Environmental factors play a significant role in the successful adoption [96]. The definition of environmental factors used in this
study is as follows.
5.3.1. Change management

The implementation of organizational economy will highlight both the weaknesses of the current management strategy and the
means for achieving change. Looking at the sub-fields of this method provides an opportunity to understand the motives and decisions
that lead to operational decisions in an organization [97,98].
Change management also affects the relationship between environmental performance and the economic success of companies in
that it can encourage firms to find ways of compliance with lower-cost environmental legislation, creating cost savings and enhancing
their financial performance [97,99,100].
Change management is successfully moving an organization from one stable state to another using resource, technology, and
people management in a way that does not endanger existing organizational stability [101].
5.3.2. Competitiveness pressure

Competitiveness is characterized by its effect on a company’s ability to pursue innovations in products and processes. The product
innovation has resulted in the marketing of a new product. The level of profit associated with this product thus determines the
incentive for product innovation. In this study, competitive pressure is, therefore, one of the critical factors regulating technology
adoption [5], for example, ERP.
5.3.3. Pandemic pressure

The COVID-19 pandemic is challenging and disruptive to everyone’s professional and personal lives, and we hope you and those
around you will have the best for your health and safety.
When the COVID-19 pandemic comes to an end, industries will typically start to work daily as in the previous days. However, the
pandemic has ensured that they have accumulated enough experience to cope with difficulties like these and are prepared to use
appropriate technologies whenever necessary. In the meantime, ERP systems have gained a great deal of reputation in the business
world as they are still capable of coping with the operation and meeting the needs of businesses. As a result, it is now considered a vital
ingredient for any business under challenging situations [102].
That said, business needs to go on, and now more than ever, the team is under immense pressure to adjust to these rapidly changing
economic conditions. The pace of business can vary for different organizations, and while some may be busier, others may experience a
slowdown. Regardless of the situation, it is always advantageous to reassess the organization’s future and, in this view, the business
software [50]. Evaluating software solutions can help identify improvement areas, streamline processes, enhance efficiency, and adapt
to changing business needs. It is a proactive approach that ensures that the organization remains competitive and prepared for future
challenges and opportunities [102,103].
9
6. Findings and discussions
This research focuses on the user and quality involvement in improving ERP system efficiency, for example, user participation,
service quality, user involvement, information quality, and system quality. This research proposes a new conceptual model to
determine quality factors and user involvement and empirically evaluate the interaction between these factors to assess the effec
tiveness of the ERP.
This research is directed at the Saudi public sector utilizing the ERP system as a research unit. The research was also focus on
finding answers at all levels of management, such as operational, tactical, and strategic, on examining user participation and quality
factors and evaluating the impact on the efficacy of the ERP system from user involvement with quality factors. The justification for
choosing users from all levels of management is that these individuals are interested in the decision-making process. The final
knowledge provided at the strategic and tactical levels comes from the operational level.
The hypotheses for this analysis are developed and elaborated based on the conceptual context to examine the relationships be
tween variables as listed below.
Such hypotheses are designed by analyzing previous related work on the defined element and the updated framework (conceptual)
of this research, which has also been changed and improved by investigating previous models. Refer to Table 2 and Fig. 3.
The inclusion of experts significantly contributed to the strengthening and reliability of this study. The valuable expertise and
feedback provided by the individuals greatly contributed to the evaluation of various factors, as well as the validation of the proposed
conceptual model and hypotheses.
During the consultation process, experts provided valuable insights regarding the clarity and suitability of the selected quality
factors and user engagement measures. The user’s contribution played a crucial role in ensuring the methodological rigor and
adherence to industry standards of the research design. Furthermore, scholars have identified potential limitations and provided
recommendations to enhance the study’s overall validity.
Based on the responses from the experts, the findings reveal valuable insights into the factors influencing the successful adoption of
ERP systems in the context of Saudi public sector organizations.
Most experts agree that user involvement, encompassing participation, engagement, and resilience, plays a significant role in
successfully adopting ERP systems. This highlights the importance of actively engaging users throughout the implementation process
to enhance system acceptance and usability.
The experts indicated that environmental factors, including change management, competitiveness, and pandemic pressure,
significantly influence the successful adoption of ERP systems. These external factors substantially impact the organization’s readiness
and adaptability to adopt and integrate ERP technology.
The experts generally rated the TAM as effective in explaining the acceptance and use of ERP systems within organizations. This
suggests that the TAM framework can serve as a valuable tool in understanding users’ attitudes and intentions toward adopting ERP
technology.
The consensus among experts was that the DeLone and McLean Information Success Models was suitable for assessing the value and
success of ERP adoption in organizations. These models are considered relevant and applicable for evaluating the impact of ERP
implementation on organizational performance and efficiency.
The experts’ opinions varied regarding the proposed conceptual model’s ability to capture critical factors influencing successful
ERP adoption. While some respondents rated it very well or exceptionally well, others felt it only captured the factors moderately well.
This suggests the model may require further refinement and validation based on additional empirical evidence.
Most experts expressed optimism about organizations achieving sustainability through effective ERP adoption and use. This
positive outlook indicates that organizations can enhance their long-term economic success and resilience with proper implementation
and utilization of ERP systems.
In conclusion, the active participation of experts highlights the importance of this study. It strengthens its potential to enhance the
efficiency of the ERP system and its implementation in the Saudi public sector.
7. Implications
The proposed ERP conceptual model for Saudi public sector organizations has distinct contributions and implications to practice.
Table 2
Hypothesis of the research.
No Hypothesis
H1 Quality factors have a significant relationship with Perceived Ease of Use

H2 Quality factors have a significant relationship with Perceived Usefulness.
H3 User Engage factors have a significant relationship with Perceived Ease of Use.
H4 User Engage factors have a significant relationship with Perceived Usefulness.
H5 Environmental factors have a significant relationship with Perceived Ease of Use.
H6 Environmental factors have a significant relationship with Perceived Usefulness.
H7 The perceived Ease of Use factor is significantly related to the Intention to USE the ERP factor.
H8 The perceived Usefulness factor is significantly related to the Intention to USE the ERP factor.
H9 Intention to USE ERP factor has a significant relationship with Sustainability.
10
Fig. 3. A conceptual framework and Hypothesis for ERP adoption.
The first implication is the proposed model’s structured framework that is useful for assessing and evaluating the factors influencing
ERP system adoption success. Through the consideration of such factors, namely quality, user involvement, and external pressure,
organizations can determine the challenges and opportunities connected with the implementation of ERP system, enabling them to
make informed and decisions and effective strategies useful in addressing and solving the related ERP adoption complexities.
The second implication is the usefulness of the model in determining units and areas of improvement, allowing for the right pri
oritization of directed efforts. Through the evaluation of the factors, namely information quality, system quality and service quality, it
is possible for organizations to up their ERP system effectiveness and efficiency. Consequently, this will allow them to make informed
decision-making concerning processes and operations, towards a more optimum achievement of objectives. The identification and
addressing of the needs for improvement can direct the company to obtain benefits from ERP adoption for enhanced performance.
Moreover, examining user involvement, engagement and resilience would direct focus towards the human element of ERP adoption
and implementation. In relation to this, organizations can provide training, facilitate communication effectiveness and adopt change
management strategies to bring about user buy-in, mitigated resistance, and promotion of positive towards the ERP system adoption
and use. Organizations can focus on the factors to transition into changes for an overall enhanced user satisfaction and system
adoption. This approach that is centered on the human aspect has greater contributions to long-term ERP adoption success and
effectiveness.
Lastly, the emphasis on external factors, namely competitive pressure and pandemic effects and their significance in the current
dynamic and rapidly evolving environment, would enable organizations to match their ERP strategies with the changing environment
and make use of ERP system potential to obtain competitiveness and meet challenges head-on.
The proposed ERP conceptual model for Saudi public sector organizations provides distinct contributions and practical implica
tions. However, the study has certain limitations that should be acknowledged. The sample size of experts may be relatively small,
affecting the generalizability of the findings. Additionally, relying solely on expert opinions through questionnaires might not fully
capture the complexities of real-world ERP adoption scenarios. The study’s focus on the public sector might limit the model’s
applicability to other industries, necessitating validation in different organizational contexts. The cross-sectional design limits un
derstanding of long-term effects and further research should explore ERP adoption challenges and barriers. While the proposed model
offers valuable insights, its practical implementation and validation require empirical research. Addressing these limitations in future
studies will enhance the model’s effectiveness and guide successful ERP adoption in diverse organizational settings.
8. Future work
Based on the findings and the proposed framework, future studies can extend the understanding of ERP adoption in Saudi public
organizations.
More specifically, future studies can look into the long-term effect of ERP adoption in that they can explore the evolution of the
system, its long-term effect on organizational performance, and the sustainable benefits that can be reaped from its implementation.
Such understanding of the long-term effects of the ERP system adoption can enlighten organizations as to how to increase ERP
11
investment value.
Another potential area to be explored is the user’s experience during the adoption of ERP and the challenges encountered.
Accordingly, future studies can focus on user acceptance, satisfaction, and the factors that affect resistance to change (ERP system
adoption). An in-depth understanding of the perspectives of the users concerning their experience and challenges can highlight the
right user engagement strategies and support mechanisms to develop.
Added to the above, another direction that future studies may take is to examine effective change management strategies during the
implementation of ERP in Saudi public sector companies, involving the study of approaches to be adopted for effective organizational
change and resistance management while promoting a positive culture in the organization towards ERP adoption success. Examining
such strategies would ease the organizations towards their transition to a successful implementation of ERP.
With the evolution of technology, there is a need for future studies to examine emerging technologies integration into ERP systems
in the Saudi public organizations, which would entail exploring the system benefits, challenges and the relevant technologies to be
integrated (e.g., artificial intelligence, emerging technologies, etc.) and their influence over the system adoption, decision making
process, strategic planning, and overall performance outcome.
Furthermore, future studies can conduct a comparison among different industries in the Saudi public sector to provide more in
sights into the topic. Through a comparison of the level to which they can adopt ERP successfully, as well as their challenges and
failures, the organizations can discern the major factors relevant to ERP implementation success. Additionally, comparative studies can
also determine considerations for particular industry or sector when it comes to adopting ERP effectively.
Also, future studies can direct their focus on the cultural and contextual factors effect on ERP adoption in the Saudi public or
ganizations through an exploration of the current cultural norms, organizational structures and institutional frameworks, to highlight
the challenges and opportunities in this context.
Lastly, another avenue ripe for exploration in future studies is the ongoing improvement and innovation in ERP systems in the Saudi
public sector, which would involve examining the strategies for system optimization, documenting the evolving needs of the users, and
presenting the new functionalities and the characteristics that can improve ERP system performance, and eventually organizational
outcomes. Through ongoing improvement and innovation, ERP systems relevance and adequacy will be dynamically maintained in the
business environment landscape.
9. Conclusion
This paper revealed users’ commitment and the quality factors that assess the efficiency of BI systems. The research gives an outline
of the study, notably on the research background, the statement of problems, the research questions, objectives, study relevance, and
scope. In addition, limited analysis of user involvement factors that affect the efficiency and trim work of the information system
blends quality factors and user involvement that affect the efficiency and performance of the business intelligence system to prevent
business-intelligence system failure in Saudi public sector organizations. Finally, this research developed a new conceptual model to
guide public sector organizations in enabling users to develop and implement business intelligence systems on quality factors
simultaneously, enhancing the industry’s ability to avoid system failure. Detailed research questions and hypotheses have been
formulated to achieve these objectives. The conceptual model demonstrates the relationship between the constructs; every construct is
defined as working to gain a clear understanding.
Data availability
No data was used for the research described in the article.
CRediT authorship contribution statement
Mohammed Zaid M. Bin Hammad: Writing – review & editing, Writing – original draft, Visualization, Validation, Supervision,
Software, Resources, Project administration, Methodology, Investigation, Funding acquisition, Formal analysis, Data curation,
Conceptualization. Jamaiah Binti Yahaya: Supervision, Resources, Project administration, Methodology, Formal analysis. Ibrahim
Bin Mohamed: Supervision, Resources, Project administration, Investigation.
Declaration of competing interest
The authors declare that they have no known competing financial interests or personal relationships that could have appeared to
influence the work reported in this paper.
Appendix A. Questionnaire
Subject: A Model for Enterprise Resource Planning Implementation in the Saudi Public Sector Organizations
Dear Sir/Madam,
This study proposes a model for ERP adoption by identifying the factors that might influence the use of such a system. The main
significant factors that might influence ERP use were identified in this regard. Based on this, a conceptual model will be developed and
12
proposed to facilitate technology use and enhance the sustainability of the organizations.
With your expertise, I humbly ask you to rank the extracted factors for the study using the attached rating tool. Additionally, I’m
asking you to answer the rest of the questions regarding the conceptual model construction.
I’m looking forward that my request would merit your positive response.
Section 1: Please rank the following factors based on their importance
No Factor 1 2 3 4 5 6 7 8 9 10
1 System Quality
2 Information Quality
3 Service Quality
4 Participation
5 Involvement
6 Resilience
7 Change Management
8 Competitiveness Pressure
9 Pandemic Pressure
10 Perceived Ease of Use
11 Perceived Usefulness
12 Behavioral Intention
13 Sustainability
Any other factor you want to add?

……………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………
…………………………………
Any comment.
……………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………
…………………………………
Section 2: Please answer the following questions: Please select the available option by ticking the checkbox in front of it
1. To what extent do you agree that user involvement (participation, engagement, and resilience) plays a significant role in suc
cessfully adopting ERP systems?
☐ - Strongly Disagree ☐ - Disagree ☐ - Neutral ☐ - Agree ☐ - Strongly Agree.
2. How important are environmental factors (change management, competitiveness, and pandemic pressure) in influencing the
successful adoption of ERP systems?
☐ - Not at all important ☐ - Slightly important ☐ - Moderately important ☐ - Very important ☐ - Extremely important.
3. Please rate the effectiveness of the Technology Acceptance Model (TAM) in explaining the acceptance and use of ERP systems
within organizations.
☐ - Not effective at all ☐ - Slightly effective ☐ - Moderately effective ☐ - Very effective ☐ - Extremely effective.
4. To what extent do you agree that the DeLone and McLean Information Success Models are suitable for assessing the value and
success of ERP adoption in organizations?
☐ - Strongly Disagree ☐ - Disagree ☐ - Neutral ☐ - Agree ☐ - Strongly Agree.
5. How well does the proposed conceptual model capture the critical factors influencing the successful adoption of ERP systems?
☐ - Poorly ☐ - Fairly well ☐ - Moderately well ☐ - Very well ☐ - Exceptionally well.
6. Considering the identified critical factors, how likely are organizations to achieve sustainability through effective ERP adoption and
use?
☐ - Not likely at all ☐ - Slightly likely ☐ - Moderately likely ☐ - Very likely ☐ - Extremely likely.
13
References
[1] C.M. Olszak, E. Ziemba, Approach to building and implementing business intelligence systems, Interdiscipl. J. Inf. Knowl. Manag. 2 (2007) 135–148.
[2] S.F. Wamba, et al., ERP adoption and Use in production research: an Archival analysis and future research directions, in: Conference on E-Business, E-Services
and E-Society, Springer, 2018.
[3] T. Kiran, A. Reddy, Critical success factors of ERP implementation in SMEs, Journal of Project Management 4 (4) (2019) 267–280.
[4] A.S. Shatat, A.S. Shatat, Cloud-based ERP systems implementation: major challenges and critical success factors, J. Inf. Knowl. Manag. 20 (3) (2021) 2150034.
[5] M. Mukred, et al., Enterprise resource planning adoption model for well-informed decision in higher learning institutions, J. Inf. Sci. (2022)
01655515211019703.
[6] M.N. Koupaei, M. Mohammadi, B. Naderi, An integrated enterprise resources planning (ERP) framework for flexible manufacturing systems using business
intelligence (BI) tools, Int. J. Supply Oper. Manag. 3 (1) (2016).
[7] J. Zheng, H. Khalid, The adoption of enterprise resource planning and business intelligence systems in small and medium enterprises: a conceptual framework,
Math. Probl Eng. (2022) 2022.
[8] M.-I. Mahraz, L. Benabbou, A. Berrado, A Compilation and analysis of critical success factors for the ERP implementation, Int. J. Enterprise Inf. Syst. 16 (2)
(2020) 107–133.
[9] R.W. Santoso, et al., Assessing the benefit of adopting ERP technology and practicing green supply chain management toward operational performance: an
evidence from Indonesia, Sustainability 14 (9) (2022) 4944.
[10] K. Jagoda, P. Samaranayake, An Integrated Framework for ERP System Implementation, International Journal of Accounting & Information Management,
2017.
[11] G. Yan, et al., How can managers Promote employee sustainability? A study on the impact of servant Leadership on emotional Labor, Sustainability 15 (14)
(2023) 11162.
[12] Y.M. Yusoff, et al., Do all elements of green intellectual capital contribute toward business sustainability? Evidence from the Malaysian context using the
Partial Least Squares method, J. Clean. Prod. 234 (2019) 626–637.
[13] M. Velicanu, A Few Implementation Solutions for Business Intelligence, 2008.
[14] M. Ali, L. Miller, ERP system implementation in large enterprises–a systematic literature review, J. Enterprise Inf. Manag. (2017).
[15] M. Mukred, Z.M. Yusof, The DeLone–McLean information system success model for electronic records management system adoption in higher professional
education institutions of Yemen, in: International Conference of Reliable Information and Communication Technology, Springer, 2017.
[16] K.-Y. Chau, et al., Investigation of critical success factors for improving supply chain quality management in manufacturing, Enterprise Inf. Syst. 15 (10) (2021)
1418–1437.
[17] B. Adela, et al., A Model for Business Intelligence Systems’ Development, 2009.
[18] F.-G. Filip, A decision-making perspective for designing and building information systems, Int. J. Comput. Commun. Control 7 (2) (2012) 264–272.
[19] T. Chee, et al., Business intelligence systems: state-of-the-art review and contemporary applications, in: Symposium on Progress in Information &
Communication Technology, 2009.
[20] W. Puspitasari, M. Saputra, R.W. Witjaksono, Identification and indicators of ERP implementation success factor–a literature review, International Journal of
Innovation in Enterprise System 5 (2) (2021) 109–121.
[21] S.A. Shukor, A. Sheikhi, A.H.M. Nashir, Enterprise resource planning (ERP) adaptation in Malaysia agricultural SME: issues and trends, J. Theor. Appl. Inf.
Technol. 98 (12) (2020) 2046–2062.
[22] M.-H. Chuah, K.-L. Wong, A framework for accessing an enterprise business intelligence maturity model (EBI2M): Delphi study approach, Afr. J. Bus. Manag. 6
(23) (2012) 6880–6889.
[23] C. Sacu, M. Spruit, BIDM: the business intelligence development model, in: Proceedings of the 12th International Conference on Enterprise Information
Systems, Funchal, Madeira-Portugal, 2010.
[24] F. Mahmood, A.Z. Khan, R.H. Bokhari, ERP Issues and Challenges: a Research Synthesis, Kybernetes, 2019.
[25] Z.M. Yusof, et al., The relationship between user engagement and business intelligence system effectiveness, World Appl. Sci. J. 28 (7) (2013) 978–984.
[26] M. Haddara, H. Moen, User resistance in ERP implementations: a literature review, Procedia Computer Science 121 (2017) 859–865.
[27] R. Raoof, et al., Enterprise resource planning, entrepreneurial orientation, and the performance of SMEs in a South Asian economy: the mediating role of
organizational excellence, Cogent Business & Management 8 (1) (2021) 1973236.
[28] G.B. Akrong, S. Yunfei, E. Owusu, Development and validation of an improved DeLone-McLean IS success model-application to the evaluation of a tax
administration ERP, Int. J. Account. Inf. Syst. 47 (2022) 100579.
[29] H. Chatti, T. Radouche, E. Asfoura, Framework for the evaluation of the ERP implementation success: case study in SMEs, Journal of Management Information
and Decision Sciences 24 (4) (2021) 1–25.
[30] M.S. Alam, M.A. Uddin, Adoption and implementation of enterprise resource planning (ERP): an empirical study, J. Manag. Res. 6 (1) (2019) 1–33.
[31] C.M. Olszak, E. Ziemba, Critical success factors for implementing business intelligence systems in small and medium enterprises on the example of upper
Silesia, Poland, Interdiscipl. J. Inf. Knowl. Manag. 7 (12) (2012) 129–150.
[32] D.C. Chou, H. Bindu Tripuramallu, A.Y. Chou, BI and ERP integration, Inf. Manag. Comput. Secur. 13 (5) (2005) 340–349.
[33] M.I. Nofal, Z.M. Yusof, Integration of business intelligence and enterprise resource planning within organizations, Procedia Technology 11 (2013) 658–665.
[34] A.G. Chofreh, F.A. Goni, J.J. Klemeš, Sustainable enterprise resource planning systems implementation: a framework development, J. Clean. Prod. 198 (2018)
1345–1354.
[35] B. Obrenovic, et al., Sustaining enterprise operations and productivity during the COVID-19 pandemic:“Enterprise Effectiveness and Sustainability Model”,
Sustainability 12 (15) (2020) 5981.
[36] S. Gupta, et al., Examining the impact of Cloud ERP on sustainable performance: a dynamic capability view, Int. J. Inf. Manag. 51 (2020) 102028.
[37] M. Mukred, Framework for Electronic Records Management System Adoption in the Higher Professional Education in Yemen, Universiti Kebangsaan Malaysia
(UKM), 2017.
[38] S. Aldossari, U.A. Mokhtar, A model to adopt enterprise resource planning (ERP) and business intelligence (BI) among saudi SMEs, International Journal of
Innovation 8 (2) (2020) 305–347.
[39] S. Aldossari, U.A. Mukhtar, Enterprise resource planning and business intelligence to enhance organizational performance in Private sector of KSA: a
preliminary review, in: International Conference of Reliable Information and Communication Technology, Springer, 2018.
[40] M.I. Nofal, Z.M. Yusof, Taxonomy framework of ERP success usage in SMES in middle east region, J. Theor. Appl. Inf. Technol. 86 (3) (2016) 420–431.
[41] W.H. Delone, E.R. McLean, The DeLone and McLean model of information systems success: a ten-year update, J. Manag. Inf. Syst. 19 (4) (2003) 9–30.
[42] K. Fanning, D.P. Centers, Intelligent business process management: Hype or reality? J. Corp. Account. Finance 24 (5) (2013) 9–14.
[43] H. Jinno, H. Abe, K. Iizuka, Consideration of ERP effectiveness: from the perspective of ERP implementation Policy and operational effectiveness, Information
8 (1) (2017) 14.
[44] M.I.M. Nofal, Z.M. Yusof, Conceptual model of enterprise resource planning and business intelligence systems usage, Int. J. Bus. Inf. Syst. 21 (2) (2016)
178–194.
[45] M.I. Nofal, Z.M. Yusof, Critical success factors enhancing enterprise resource planning systems implementation in Jordanian SMEs, in: 2015 International
Conference on Electrical Engineering and Informatics (ICEEI), IEEE, 2015.
[46] M.I. Nofal, et al., Factors for extending e-government adoption in Jordan, Period. Eng. Nat. Sci. 9 (2) (2021) 471–490.
[47] D. Simmonds, A. Tadesse, U. Murthy, ERP System Implementation and Sustainability Performance Rating and Reputation, 2018.
[48] M. Mukred, et al., Improving the decision-making process in the higher learning institutions via electronic records management system adoption, KSII
Transactions on Internet and Information Systems (TIIS) 15 (1) (2021) 90–113.
14
[49] M. Islam Nofal, Z.M. Yusof, TAXONOMY FRAMEWORK OF ERP SUCCESS USAGE IN SMEs IN MIDDLE EAST REGION, J. Theor. Appl. Inf. Technol. 86 (3)
(2016).
[50] M.I. Nofal, A Model for Analyzing the Critical Success Factors Affecting Enterprise Resource Planning and Business Intelligence Usage in Influencing
Organizational Performance, Universiti Kebangsaan Malaysia (UKM), 2016.
[51] Ö. IşıK, M.C. Jones, A. Sidorova, Business intelligence success: the roles of BI capabilities and decision environments, Information & management 50 (1) (2013)
13–23.
[52] Y. Jiang, A Conceptual Framework and Hypotheses for the Adoption of E-Business Intelligence, IEEE, 2009.
[53] M.D.M.C.R. Antonella, F.L. Mola, A. Zardini, BI as a Service: an Attempt to Understand the Leading Adoption Factors, 2010.
[54] S. Rouhani, D.M. Lecic, Business intelligence impacts on design of enterprise systems, in: Encyclopedia of Information Science and Technology, fourth ed.,
2018, pp. 2932–2942. IGI Global.
[55] M.A. Harris, H.R. Weistroffer, A new look at the relationship between user involvement in systems development and system success, Commun. Assoc. Inf. Syst.
24 (1) (2009) 42.
[56] M. Bhattacharya, S.F. Wamba, J.R.K. Kamdjoug, Exploring the determinants of ERP adoption intention: the case of ERP-Enabled Emergency service, Int. J.
Technol. Diffusion (IJTD) 10 (4) (2019) 58–76.
[57] J.M. Esteves, J. Pastor, J. Casanovas, A Goal/question/metric Research Proposal to Monitor User Involvement and Participation in ERP Implementation
Projects, 2003.
[58] M. Lubis, I.R. Wardhani, W. Witjaksono, Examining the means of engagement (MOE) for enterprise resource planning (ERP) adoption in Indonesia: factors and
measures, in: 2019 3rd International Conference on Electrical, Telecommunication and Computer Engineering (ELTICOM), IEEE, 2019.
[59] M.M.H. Emon, et al., The impact of user participation on the success of enterprise resource planning (ERP) adoption in Bangladesh, International Journal of
Research and Applied Technology (INJURATECH) 3 (1) (2023) 211–226.
[60] M. Pankowska, User participation in information system development, in: Information Society (I-Society), 2012 International Conference on, IEEE, 2012.
[61] E. Reitsma, P. Hilletofth, Critical Success Factors for ERP System Implementation: A User Perspective, European Business Review, 2018.
[62] W. Hammedi, T. Leclerq, A.C. Van Riel, The use of gamification mechanics to increase employee and user engagement in participative healthcare services,
J. Serv. Manag. (2017).
[63] I. Oshri, J. Kotlarsky, L.P. Willcocks, Global software development: exploring socialization and face-to-face meetings in distributed strategic projects, J. Strat.
Inf. Syst. 16 (1) (2007) 25–49.
[64] K. Rouibah, A. Dihani, N. Al-Qirim, Critical success factors affecting information system satisfaction in public sector organizations: a perspective on the
mediating role of information quality, J. Global Inf. Manag. 28 (3) (2020) 77–98.
[65] S. Bell, T. Wood-Harper, How to Set up Information Systems: a Non-specialist’s Guide to the Multiview Approach, Routledge, 2012.
[66] C.M.L. Chan, S.L. Pan, User engagement in e-government systems implementation: a comparative case study of two Singaporean e-government initiatives,
J. Strat. Inf. Syst. 17 (2) (2008) 124–139.
[67] D. Evans, D.C. Yen, E-Government, Evolving relationship of citizens and government, domestic, and international development, Govern. Inf. Q. 23 (2) (2006)
207–235.
[68] Y. Malhotra, D. Galletta, A multidimensional commitment model of volitional systems adoption and usage behavior, J. Manag. Inf. Syst. 22 (1) (2005)
117–151.
[69] H. Jaakkola, et al., Role of the user in information systems development, in: 2018 41st International Convention on Information and Communication
Technology, Electronics and Microelectronics (MIPRO), IEEE, 2018.
[70] M. Mukred, et al., Electronic records management system adoption readiness framework for higher professional education institutions in Yemen, Int. J. Adv.
Sci. Eng. Inf. Technol. 6 (6) (2016).
[71] F.D. Davis, A Technology Acceptance Model for Empirically Testing New End-User Information Systems: Theory and Results, 1986, p. 291, 291.
[72] F.D. Davis, R.P. Bagozzi, P.R. Warshaw, User acceptance of computer technology: a comparison of two theoretical models, Manag. Sci. 35 (8) (1989)
982–1003.
[73] E. Serfilippi, G. Ramnath, Resilience measurement and conceptual frameworks: a review of the literature, Annals of Public and Cooperative Economics 89 (4)
(2018) 645–664.
[74] S.M. Southwick, et al., Resilience definitions, theory, and challenges: interdisciplinary perspectives, Eur. J. Psychotraumatol. 5 (1) (2014) 25338.
[75] M.-J. Lim, et al., Care Robot Research and Development Plan for Disability and Aged Care in Korea: A Mixed-Methods User Participation Study, Assistive
Technology, 2022, pp. 1–10.
[76] N.A. Alzahrani, et al., The adoption of geographic information systems in the public sector of Saudi Arabia: a conceptual model, Math. Probl Eng. (2021) 2021.
[77] V. Venkatesh, F.D. Davis, A theoretical extension of the technology acceptance model: Four longitudinal field studies, Manag. Sci. 46 (2) (2000) 186–204.
[78] M.S. Abubakari, G.A.N. Zakaria, Technology acceptance model in Islamic education (TAMISE) for digital learning: conceptual framework proposal, Canadian
Journal of Educational and Social Studies 3 (4) (2023) 25–42.
[79] N.A. Alzahrani, et al., The adoption of geographic information systems in the public sector of Saudi Arabia: a conceptual model, Math. Probl Eng. 2021 (2021)
1–14.
[80] R. Scherer, F. Siddiq, J. Tondeur, The technology acceptance model (TAM): a meta-analytic structural equation modeling approach to explaining teachers’
adoption of digital technology in education, Comput. Educ. 128 (2019) 13–35.
[81] N. Ain, et al., Two decades of research on business intelligence system adoption, utilization and success–A systematic literature review, Decis. Support Syst.
125 (2019) 113113.
[82] T.-C. Lin, C.-J. Chen, Validating the satisfaction and continuance intention of e-learning systems: Combining TAM and IS success models, Int. J. Dist Educ.
Technol. 10 (1) (2012) 44–54.
[83] U. Sekaran, R. Bougie, Research Methods for Business: A Skill Building Approach, john wiley & sons, 2016.
[84] M. Shim, H.S. Jo, What quality factors matter in enhancing the perceived benefits of online health information sites? Application of the updated DeLone and
McLean Information Systems Success Model, Int. J. Med. Inf. 137 (2020) 104093.
[85] D. Al-Fraihat, M. Joy, J. Sinclair, Evaluating E-learning systems success: an empirical study, Comput. Hum. Behav. 102 (2020) 67–86.
[86] M. Mukred, et al., Electronic Records Management Systems and the Competency of Educational Institutions: Evidence from Yemen, Information Development,
2021 0266666920980829.
[87] D. Xie, F. Xiao, W. Pedrycz, Information quality for intuitionistic fuzzy values with its application in decision making, Eng. Appl. Artif. Intell. 109 (2022)
104568.
[88] L. Yang, An information quality-based explanation for loan loss allowance inadequacy during the 2008 financial crisis, J. Account. Econ. 73 (1) (2022) 101433.
[89] M.M. Komba, P. Ngulube, Factors that influence E-government adoption in selected Districts of Tanzania, in: International Conference on eBusiness,
eCommerce, eManagement, eLearning and eGovernance, 2015.
[90] H.U. Khan, M.A. Awan, H.C. Ho, How do Chinese and Saudi customers perceive online service quality? A comparative study, The Journal of Business Inquiry
13 (2) (2018) 146–161.
[91] R.F. Manullang, R. Rapina, The effect of user participation and accounting personal technical ability on accounting information system performance,
Proceedings international seminar on accounting society (2022).
[92] T. Issa, P. Isaias, User participation in the system development process, in: Sustainable Design, Springer, 2022, pp. 41–62.
[93] B.H. Leso, M.N. Cortimiglia, The influence of user involvement in information system adoption: an extension of TAM, Cognit. Technol. Work (2022) 1–17.
[94] M. Kamalahmadi, M.M. Parast, A review of the literature on the principles of enterprise and supply chain resilience: major findings and directions for future
research, Int. J. Prod. Econ. 171 (2016) 116–133.
[95] Q. Hu, Z. Pan, Can AI benefit individual resilience? The mediation roles of AI routinization and infusion, J. Retailing Consum. Serv. 73 (2023) 103339.
15
[96] M. Mukred, et al., A framework for electronic records management system adoption in the higher professional education: individual, technological and
environmental factors, in: International Conference of Reliable Information and Communication Technology, Springer, 2018.
[97] H.M. Oumran, et al., Knowledge management system Adoption to improve decision-making process in higher learning institutions in the developing countries:
a conceptual framework, Math. Probl Eng. (2021) 2021.
[98] M. Mukred, et al., The role of cloud electronic records management system (ERMS) technology in the competency of Educational institutions, in: International
Conference of Reliable Information and Communication Technology, Springer, 2019.
[99] A.I. Alkraiji, et al., The perspective of national ERP vendors in achieving ERP project success in government organisations: a case of Saudi Arabia, Enterprise
Inf. Syst. 16 (1) (2022) 71–104.
[100] N. Obwegeser, et al., Selection and training of super-users for ERP implementation projects, Journal of Information Technology Case and Application Research
21 (2) (2019) 74–89.
[101] M. Gaur, D. Mathar, Business transformation challenges & solution approach in SAP ECC & SAP S4HANA system landscape optimization for divestiture driven
carve out, Int. J. Comput. Eng. &Technol. (IJCET) 11 (3) (2020).
[102] N.A. Alzahrani, et al., The Adoption of Geographic Information Systems in the Public Sector of Saudi Arabia: A Conceptual Model, Mathematical Problems in
Engineering, 2021.
[103] M.R. Abdullah, K. Ahmad, Knowledge management system implementation and the performance of higher education institutions in the developing countries: a
conceptual framework, J. Theor. Appl. Inf. Technol. 100 (24) (2022) 4783–4798.
16

Arab

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Arab

Uploaded by

Copyright:

Available Formats

Heliyon 10 (2024) e24531

Contents lists available at ScienceDirect

A model for enterprise resource planning implementation in the

right decisions [5].

departments’ needs [42,43].

4.1. Theoretical foundations

4.2. Extensive literature review

4.3. Relevance to Saudi public sector

4.4. Practical significance

4.5. Expert consultation

5. Conceptual model construction

1 System Quality 8 9 10 8 9 7 8 10 9 10 8.9

Fig. 2. A conceptual framework for ERP adoption.

5.1. Quality factors

5.1.1. System quality

5.1.2. Information quality

5.1.3. Service quality

5.2. User engagement

5.2.1. User participation

5.2.2. User involvement

5.3. The environmental factors

5.3.1. Change management

5.3.2. Competitiveness pressure

5.3.3. Pandemic pressure

6. Findings and discussions

H1 Quality factors have a significant relationship with Perceived Ease of Use

Fig. 3. A conceptual framework and Hypothesis for ERP adoption.

No data was used for the research described in the article.

CRediT authorship contribution statement

Declaration of competing interest

Section 1: Please rank the following factors based on their importance

Any other factor you want to add?

☐ - Strongly Disagree ☐ - Disagree ☐ - Neutral ☐ - Agree ☐ - Strongly Agree.

☐ - Strongly Disagree ☐ - Disagree ☐ - Neutral ☐ - Agree ☐ - Strongly Agree.

☐ - Poorly ☐ - Fairly well ☐ - Moderately well ☐ - Very well ☐ - Exceptionally well.

You might also like