Although ERP does not automatically re-engineer a process, it drives an organization to doit itself. ERP forces an
organization to decide how it wants to run its business at a detailed level. It is important to recognize that the project
was not led by the information systems (IS) department.
Changing market environment can impose new requirements on ERP such as adding new functions or adjusting the
settings of ERP (Markus and Tanis 2000, Calvert 2006). As the use of ERP matures, a more advanced and strategic
use of ERP can be required involving wider integration of business processes (Shang and Hsu 2007). These require the
users’ understanding of ERP and their activeparticipation which must be facilitated by on-going activities like training
and improvement projects.
Considering the lack of studies focusing on the after-live (post-implementation) stage, this model can be regarded
as filling a significant research gap.
Business managers can implement and use this model in their areas. The coordination between process
development team and human resources (HR) team is very important, to measure the results and effects of the
application. The results may be used to evaluate personnel performance. Implementation of a suggestion system and
reward system will motivate staff to create solutions to problems. In addition to this, ERP documentations and job
descriptions must correspond to each other, as much as they can, to eliminate duplicate work.
Although there are some limitations and further researchissues remaining, the authors believe that the study
provides a model that triggers the improvement projects from ERP use and that the study can help many companies
successfully improve the performance of business processes and ERP systems.