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ADOPTION OF ENTERPRISE RESOURCE PLANNING STRATEGIES (ERP) IN THAI INDUSTRIES ADOPTING THE BUSINESS RESOURCE

TECHNOLOGY (BRT)

1 Natacha Maswichian, ² Valliappan Raju

12

Limkokwing University of Creative Technology, Malaysia

Abstract

Behavioral Resource Theory (BRT) shows the reasons for adopting Enterprise Resource Planning (ERP) to Thai Industries. It is significant for the enterprise to deploy the software Enterprise Resource Planning (ERP) technology with its products and services. No study has addressed the relative influence of adopting this Behavioral Resource Theory (BRT) with Enterprise Resource Planning (ERP) to Thai Industries in a single framework. This research aims to analyze the reason of adopting ERP technology to Thai Industries based on Behavioral Resource Theory (BRT). That is to test the relative influence of the reasons adopting Enterprise Resource Planning (ERP) with Thai Industries into two factors are Attitude and Value of Openness of Change such as Observability, Social Influence, Relative Advantage, Perceived Convenience, Perceived Usefulness and Compatibility. We present the intermediate results from the ongoing empirical study where we interviewed 384 enterprises. The findings demonstrate that Behavioral Resource Theory (BRT) is provided with a proper framework to model the mental processing of adopting new innovation like Enterprise Resource Planning (ERP) to Thai Industries

Keywords: ERP, Implementation of ERP, Business Resource Technology

Introduction

Nowadays, companies are continuously looking for ways to enhance their performance, gain business advantage, and stay competitive in their marketplace. The effect of global competition compels enterprises to optimize their areas of interest. In this respect, ERP or Enterprise Resource Planning is the best tool to help enterprise improve their productivity in SMEs and Large Enterprise markets.

ERP are business solutions that support integration of internal business process within the enterprise. It includes a number of modules connected to one centralized database. These modules are: sales, human resources, finance, logistics, manufacturing, order fulfilment, and supplier management. For instance, if an employee wants to update their customer information, he need not amend it in each module individually, one record entry will update the centralized database which is accessible by the other modules. Moving to ERP integrated solutions will overcome data issues related to standalone applications such as: redundancy, inconsistencies, lack of integrity and enhance timely decision making process. ERP systems can easily facilitate a real time visibility across the enterprise by providing the ability to track product orders and inventory, automate orders and payment, lower setup costs, reduce order cycle time and reduce

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improve cash management (Raju and Phung, 2019a). Most of businesses that have implemented ERP systems experience enhanced performance in decision -making process and ensure the quality of decision made. The adoption of CRM (Customer relationship management) and SCM (Supply chain management) modules extends the organizational boundaries to communicate effectively with business partners and reach customer preference individually. Accordingly, ERP market researched $47.5 billion in 2011 and expected to reach $67.7 billion by 2017. The Business Technology Forum (2011) estimated 2011 growth rate of ERP investments with 31%

compared to 2010 then it reached 4.5% by 2012. (Elghany, Elghany and Khalifa, 2015) Amid the COVID-19 Issue, the global market for Cloud ERP forecasted at US$23.9 Billion in the year 2020, is projected to reach a readjusted size of US$42.4 Billion by 2027, growing at a CAGR of 8.6% over the period 2020-2027. (Laura, 2020). An effectively integrated ERP system assists in the interaction of product processes, quality control, sales, stores, supply lines, marketing and many other elements. It assimilates various departments and functions across an organization in a single system to serve the particular needs of different departments. Some of the crucial benefits of the ERP system are accessibility to reliable data, avoidance of data processing redundancy, improved business process and responsiveness, reduction of carrying inventory and personnel, on time delivery and increased productivity. (Lakshmanan, Edmund Christopher and Kinslin, 2018)

Behavioral theories are generally accepted and functional within the domain of social sciences.

Numerous social science theories capture diverse determinants of human behavior, the theory of reasoned action (TRA), the theory of planned behavior (TPB) and the theory of explanation based decision making (TEDM) are some examples. These theories have empowered marketing scholars and practitioners to have an understanding of the decision-making process of consumers in diverse contexts(Raju and Tamjis, no date). Nonetheless, theories like TRA and TPB are inclined to numerous limitations, and their capability to predict and generalize consumer behavior has been doubted by various scholars. (Menon et al., 2019)

Behavioral reasoning theory (BRT) is a novel theory in the field of marketing, and is considered as an advancement of seminal technology which is a global community and accelerator for entrepreneurs, industry professionals, and makers entailed to the creation of innovative hardware products and companies. it acceptance theories like TPB (Transportation Research Record). BRT defines the linkage between principles or standards, reasons both for and against, global motives (attitude, biased norm and assumed behavioral control), intentions, and user behavior measures.

BRT is linked to various other behavioral theories, but it offers different advantages or merits compared to them). (Menon et al., 2019)

Understanding if and why consumers will adopt innovations is essential for firms developing and marketing new merchandise and services. In reality, managers very often draw on market research of consumers‘ sensitivities of product characteristics or attitudes to forecast user adoption of innovation. Studies in this arena build on diffusion of innovation theory (DOI), and widely applied behavioral models include the technology acceptance model (TAM) or the theory of reasoned action (TRA). Nevertheless, traditional DOI studies have been broadly criticized for

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neglecting factors that lead to user resistance to innovations Given the high failure percentage of new merchandise and services, innovation resistance studies have debated that instead of understanding reasons for adoption, researchers and managers should aim on the reasons that prevent consumers from adopting innovation). Enterprise Resource Planning (ERP) is very expensive, has a high risk of implementation failure, and a relatively complex system that is not user friendly to the enterprise. (Menon et al., 2019)

Even though ERP applications are extensively used by organizations worldwide, there is a rising concern about the serious challenges faced during Enterprise Resource Planning (ERP) implementation. Despite being expensive and having lengthy time frames, ERP projects have not performed according to business expectations. In addition, a lack of understanding the critical challenges during implementation, can lead to huge cost overruns, cancellations, and project failures. (Menon et al., 2019)

This paper, a literature review, highlights the adoption of Enterprise Resource Planning (ERP) to Thai Industries based on Behavioral Resource Theory (BRT). The proposed framework then details the strategy of Behavioral Resource Theory (BRT) alignment. Finally, a conclusion is presented.

Problem Statement

Organizations face growing challenges as they try to improve their performance and competitive position at the same time adjusting to the rapid changes in the market environment, especially in the face of fierce global competition. In addition, rapid progress in technology and its increasing use had forced organizations have to keep pace with this evolution and to work on improving their competitiveness so as to compete and survive in the high‐technology sensitive market (Raju and Phung, 2019b). Therefore, an organization needs to automate its business processes by accepting the right technology and implement the precise ERP system to simulate rapid changes in a technological environment and improve its profit margin and surpass its rivals trying to attain a competitive advantage. Since the ERP system integrates both inter and intra organizational functions and simplifies accessibility to related data, it improves the organizational performance and supports decision‐making efficiency and at the sometime creates business value, which assists in achieving a competitive advantage. (Elgohary, 2019)

In spite of ERPs increased growth from the late 1990s, there are numerous challenges that businesses and organizations face when implementing ERP. Several scholars have explored some of these factors. Regardless of the capital intensive investments and the potential benefits, not every ERP project results in the intended outcomes (Valliappan Raju and Poh Phung, 2019).

The implementation of ERP is frequently delayed and overruns of the initial budget. Research shows that a large number of ERP implementations have failed to reach the desired organization outcome. A great number of these failures are not caused by the ERP software but the complexity and massive changes triggered by ERP in an organization. The major obstructions to successful ERP implementations are not technologically related matters such as compatibility, technological complexity, and standardization, but most are organization and human related

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issues including as current business process, organizational culture and resistance to change. The table below shows the ten risks. (Vayyavur, 2015)

(1) Lack of management commitment (2) Insufficient training with users

(3) Ineffective communication with users (4) Inadequate support from the executive

(5) Lack of effective project management methodology (6) Conflicts between department users

(7) Attempt to build bridges to legacy application

(8) Composition of the implementing project team members (9) Failure to redesign business processes

(10) Misunderstanding of change requirements

The risk factors show the numerous organizational features such as technology planning, organization fit, software system design, project management and control, and skill mix.

Implementation of ERP produces organizational alterations and needs the involvement of senior and executive management right across the organization that can settle conflicts. The absence of commitment of senior management increases risk of ERP failure. Changes in business processes can produce resistance to adopting the ERP system. ERP merges and connects business functions within the organization. Therefore, it is crucial that management and staff be committed and prepares employees who are using business functions induced by the implementation of ERP with effective and clear communication pathways. Failure of the implementing crew to conduct the end-user training increases potential risks to create inaccuracy and confusion and decrease the credibility and satisfaction of the ERP system. User acceptance is a vital success element for ERP system implementation. The implementation of ERP impacts several aspects including organizational processes and individual working behavior. The successful implementation necessitates that the intended usage level is achieved as system usage is a measurement of acceptance by end-users. User acceptance is essential critical success factor for the implementation of ERP. Some of the issues inflicting the implementation of ERP among small and medium-sized companies are inadequate resources, lack of familiarity among SMEs and ERP vendors and perception among SMEs. (Vayyavur, 2015)

The level of awareness among most SMEs for ERP vendors and applications is low. SMEs believe that only sizeable organizations should install ERP. They categorize the more important factors affecting the implementation of ERP into four categories which are: data collection, software design and testing, training and top management. The fundamental role of the top management is to make available the necessary monetary support and adequate resources. IT literature signifies that for information technology projects to be successful, top management involvement is vital. It is similar with the implementation of ERP. ERP implementation implicates more than changing organizational software. It includes repositioning the organization and altering its business operations, practices and processes. Due to the huge impact on the

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economic advantage of the organization, senior management should take into account the strategic consequence of implementing an ERP solution. (Vayyavur, 2015)

Literature Review Research objective

The study focuses on the Adoption of Enterprise Resource Planning Strategies (ERP) to Thai Industries with Business Resource Technology (BRT). These are the following objectives:

1. To develop a theoretical model using BRT to understand the adoption of Enterprise Resource Planning Strategies (ERP)to Thai Industries with Business Resource Technology (BRT)

2. To empirically examine the theoretical framework.

H1: Observability has significant impact on Adoption of ERP for Thai Industry through Value of Openness of Change for Thai Industry?

DOI research has been focused on the evaluation and decision stages: hoping to understand how insights of innovation influence people‘s likelihood to adopt. To achieve this, innovation researchers have mainly utilized the theory of reasoned action and the technology acceptance model These generally accepted behavioral frameworks have permitted researchers to examine the influence of perceived merchandise characteristics on consumers‘ adoption decisions (Valliappan Raju and Poh Phung, 2019). Generally, TRA forecasts that people evaluate innovations in regard to merchandise attributes like relative advantage, compatibility, complexity, trialability, and/or observability, which have a convincing influence on their adoption decision The influence of these attributes on consumers‘ adoption decisions has been demonstrated across a wide range of innovations, ranging from online grocery shopping to ecological water saving devices and virtual customer integration practices (Claudy, Garcia and O‘Driscoll, 2015)

H2 : Social Influence has significant impact on Adoption of ERP to Thai Industry through Value of Openness of Change to Thai Industry

Social influence is the level where an individual feel that the important people in his life believe that they should use a new system. Social influence is a significant determinant of behavioral goals in using information technology. Social influence construct is taken from social factors in

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MPCU (Model of PC Utilization), the construct of image in Innovation Diffusion Theory (IDT) and the subjective norm construct in Theory of reasoned action (TRA), Theory of planned behavior (TPB), Technology acceptance model (TAM) and C-TAM-TPB.

Social influence signifies the anticipation of society from a person, keeping in view the importance others place on the usage of new ERP technology. This concept originates from subjective norm, social factors and image. The determinants of the intention to utilize new technology are the nearby environs of an individual that can change thoughts and perception(Valliappan Raju and Poh Phung, 2019)s. Social influence is a very important predictor of how individuals intend to accept a new technology, especially when other people are less involved at the beginning stages of technological adoption, social influence reserves an enlightening impact of users‘ behavioral intention

H3 : Relative Advantage has significant impact on the Adoption of ERP to Thai Industry through Value of Openness of Change to Thai Industry?

Rogers (1962) identified relative advantage as extent to which customer observe a new product or service as enhanced than its substitute while in 1993, Rogers defined relative advantage as

―the degree to which an innovation is perceived as being better than the idea it overtakes‖

(p.229). Others claimed that this attribute lacks dependability, prescriptive power and theoretical strength as the description was very broad. In spite of this, found out that as the level of understanding of relative advantage of E-commerce is higher, the higher chances for the firm to adopt E-commerce. Numerous studies which used this trait to associate with innovation adoption have shown inconsistent findings. The study by Singaporeans on the practice and understanding of the initial users stated that the Internet had optimistic results on firm‘s image and client contentment though there is no qualified advantage on terms of increased market shares or sales.

Seyal and Rahman (2003) figured out that there is irrelevance about relative advantage to E- commerce adoption. Conversely, there are considerable number of researchers that show that there is a positive relationship between relative advantage and E-commerce adoption: (Sin et al., 2016)

Innovation Relative Advantage as defined by (Haberli, Oliveira and Yanaze, 2017), is the degree in which innovation is comprehended as an improved option than the idea it is substituting at that moment. Studies confirmed that Innovation Relative Advantage is an important variable and is positively connected to innovation adoption. Innovations that provide clear advantages on creating strategic competence (i.e. a growth in the amount of prizes received for harvest or credit; the anticipation of business) and operational effectiveness (i.e. the reduction on expenses) have greater probabilities of adoption. If the advantages of ERP technology exceed the benefits of current practices and procedures, the adoption of ERP technology would be positively influenced. Relative Advantage has a positive influence on ERP adoption.

H4 : Perceived Convenience has significant impact on Adoption of ERP toThai Industry through Value of Openness of Change to Thai Industry?

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After becoming aware of the technical benefits of ERP, including speed, reliability, database distribution, convenience, and data security, the Vantage Point Internet Services (VPIS), VP of Strategic R&D, and their team consider the organizational implications of ERP. Since ERP encompasses the whole organization at all sites, such an implementation can deliver an opportunity for reengineering foremost organizational process and for achieving improved business outcomes over time through more informed managerial decision making processes.

H5 : Perceived Usefulness has significant impact on Adoption of ERP to Thai Industry through Value of Openness of Change to Thai Industry?

By effecting ERP, it is predicted that the system can deliver a fairly useful evaluation for the organization and provide useful and important data about the effect and relevant issue that bring to the efficiency within the business process. For this case, PT. Toyota Astra Motor , an Indonesian company who since 2000 has been utilizing the SAP ERP system and is reasonably successful in implementing and able to provide assistance to its business processes while the other companies have struggled since the implementation phases. Therefore, an understanding is needed of the factors that determine the success that has been carried out by PT. Toyota Astra Motor. That way, further development into a more advanced company evaluation considering the ERP system that they had implemented. Critical success factors are the most significant or the most important internal organizational features, which may be utilized by an organization as the main tool to deal with opportunities and threats to survive and win the competition. Essential success factors are a set of critical factors or activities required to ensure the success of a business. Success factors are defined as elements in an organization's activities that are central to the success of the organization in the future. It is an significant aspect of a business that is critical to achieve or maintain.

H6: Compatibility has significant impact on Adoption of ERP to Thai Industry through Value of Openness of Change to Thai Industry?

Another essential criterion is compatibility. No single application can conduct everything the organization requires (Raju and Phung, 2019a). The chosen ERP solution must be connected with all the internally grown systems in addition to the unique software or products that the company may be using to accomplish specialized requirements. From this view, compatibility or integration to other systems is considered to be a crucial criterion for selecting the ERP solution.

H7: Attitude has significant impact on Adoption of ERP to Thai Industry?

Since attitudes, subjective norms, and perceived control are vital factors underlying intentions, behavioral reasoning theory also assumes how reasons are related to these important global motives of human behavior. Specifically, the theory hypothesizes that reasons leaders have for the behavior (and/or against the behavior) are related to global motives. For example, consistent with functional theorizing (Clary et al., 1998; Snyder, 1992), if an executive has many strong reasons for moving ahead on a large corporate merger, the more likely the executive will also (1)

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have a good attitude towards it, (2) feel that other people think he or she should do it — because the other people would recognize the strong reasons underlying the decision, and (3) feel a strong sense of control over pursuing the merger. Research studying decisional-balance concepts in the past also provides indirect encouragement for these propositions in a various domains). Global motives are expected to partially mediate the consequence of leaders' reasons on their intentions.

Psychologically, this suggests that reasons drive global motives, which in turn propel intentions.

Nevertheless, according to the theory, leaders may once in a while directly activate specific reasons to form their intentions without depending on a complete processing of their global motives, This process which can also simplify leaders' decision-making. is important to account for, because research regularly shows that people greatly simplify their decision-making which could also include implicit or subliminal cognitive processes (Raju and Poh Phung, 2020). For example, in place of leaders necessitating to think through all of their global motives in a critical situation, they may be able to develop their intention speedily based upon a single critical reason that is most relevant to the situation. This possibly could be triggered automatically in a few situations because of previous conditioning, repeated training, or advanced preparation. This suggestion is also reinforced by theory and research that demonstrates how individuals use various decision rules depending upon the demands and difficulty of the given situation). Since behavioral reasoning theory and past research suggest that leaders significantly simplify their decision-making in many situations, there may be a partial mediation process in the theoretical model.

As per behavioral reasoning theory, values and beliefs are responsible for the attitude of the consumer. In decision-making, people use distinct and different systematic psychological paths and process. The extant theory also endorses the link between values and attitude for consumers‘

craving for simplified information processing and heuristic motives.

Table I:

Adoption Factors Definition

Observability Level to which the consequences of an innovation are observable to others

Social influence “The extent to which customers perceive that their peers trust that a particular technology is used.‖

Relative advantage “The level to which an innovation is seen as being more suitable than the idea that came before it.‖

Perceived Usefulness “The degree to which a person can control an ERP system at any time and from anywhere via mobile phone or personal computer.‖

Compatibility Compatibility means how well-suited and inter-operable with other systems.

Attitude Attitudes, subjective norms, and perceived control are important factors underlying intentions, behavioral reasoning theory also postulates how reasons are related to these important global motives of human behavior. (Westaby, Probst and Lee, 2010)

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Research Methodology

This study of the research is to understand the factors of the Adoption of Enterprise Resource Planning Strategies (ERP) in Thai Industries adopting Business Resource Technology (BRT) (Raju and Phung, 2018). The design of this study, including the theories and methodologies of the research, will be discussed. This methodology plays a significant role in implementing this research study accordingly. The details of the methodology are explained in detail in this study below as follows.

Sample size

The research is based on a sample size of 316,744 enterprises having a capital of more than 1M Thai Baht in 2020 based on data from the Department of Business Development (2020) https://www.dbd.go.th/). To specify the sample size for this study, the researcher used the sample size formula for the known number population by Taro Yamane method The calculation is based on 384 samples and use the nonrandom method with purposive sampling to interview the enterprise who have adopted ERP to their business. These respondents are the focus on the particular characteristics of the population who understand the issue about business and ERP very well.

Result and Discussion

Data Analysis was done with SPSS (Statistical Package of Social Science) software to unearth Adoption of Enterprise Resource Planning Strategies (ERP) in Thai Industries by adopting Business Resource Technology (BRT). The demographics of the 384 respondents were: 65%

male and 35% female, 40% between age 35-44 35% between 25-34 and 25% between 45-55, 93% IT Managers and 7% C Level+, Manufacturing and Retail & Wholesale 25 % each, Healthcare and Raw Materials 12 % each and Fashion the lowest at 3 %.

Table II:

Demographic Characteristics Frequency Percentage Sex

Age

Occupation

Vertical

Male Female 25-34 years 2 34-44 years 45-55 years IT Manager C Level+

Automotive Fashion

Food and beverage Healthcare

Manufacturing Raw materials

249 135 133 154 97 359 25 15 12 39 47 96 47

64.8 35.2 34.6 40.1 25.3 93.5 6.5 3.9 3.1 10.2 12.2 25.0 12.2

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Retail & Wholesale Cross Industry

96 32

25.0 8.3

Table III:

Factors Characteristics Frequency Percentage

Observability

Social Influence

Relative Advantage

Perceived Convenience

Perceived Usefulness

Compatibility

Attitude

Strongly Agree Agree

Neutral

284 92 8 104 250 30 257 115 12 300 77 7 244 133 7 349 23 12 207 170 7

74.0 24.0 2.1 27.1 65.1 7.8 66.9 29.9 3.1 78.1 20.1 1.8 63.5 34.6 1.8 90.9 6.0 3.1 53.9 44.3 1.8

Reliability

Reliability tests can be determined using indicator data based on the Average Variant Extracted (AVE) formula with the indicators of variables are called reliable if the AVE value is ≥ 0.5. By calculating the value of construct reliability that comes from the square of the total value (sum) of the standard loading divided by the square of the total value of the loading standard plus the sum value of the error. From the table below, this section presents the result of the hypotheses testing for independent variables have AVE value 0.673 which is >0.05 that variance extracted testing is sufficient acceptable.

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Table IV:

Reliability Statistics Cronbach's

Alpha N of Items

.673 11

T-Test Analysis

The purpose of T-tests for single means is to test hypotheses from a population mean when the variable is unknown and compared to an expected reference mean of the population. Appendix V presents the survey questions, their mean value and T-value sorted by mean value. Since a 5- point Likert scale from strongly disagree (5) to strongly agree (1) was used in the survey, all t- tests were done using a reference value of 3 (neither agree nor disagree) for a single sample.

Measurement is at the central of quantitative research as it is the basic link between empirical observation and the mathematical expression of quantitative relationships. Quantitative data is any data that is in numeric form, such as statistics. In this study, quantitative analysis uses the T- test for variant analysis, not exceed 2 variant and T-test (One Sample Test) more than two variables were analyzed at 95% confidence level or 0.05 statistically significant. There were differences between groups by LSD method (least significant difference) and logistic regression analysis. Data was analyzed by the use of SPSS Windows.

By running Kolmogorov-Smirnov (One Sample Test) test in SPSS on all items of advantage it was found that the significance value (Sig) for each item was around 0.000 or 0.001 which are all less than 0.05 as depicted in Table IV. This value for each item shows that distribution of data through the whole 384 cases is significantly different from the expected normal distribution and in consequence it shows that the sample data violates assumptions of Parametric tests. Therefore, this result lead to application of Non-parametric statistics on sample of advantage items in order to find real advantages in next part. According to what is shown in Table V, all the significance values (Sig) for items of variables were 0.00 which totally these values were less than the assumed significance value of 0.05. This result showed that distribution of data in sample of variances were also significantly different from the expected normal distribution so that it prompted the use of Non-parametric tests for finding real disadvantage items in rest of data analysis.

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Table V:

One-Sample Test

Test Value = 0

t df

Sig. (2- tailed)

Mean Difference

95% Confidence Interval of the Difference Lower Upper

Sex 55.399 383 .000 1.352 1.30 1.40

Age 48.561 383 .000 1.906 1.83 1.98

Occupation 84.490 383 .000 1.065 1.04 1.09

Vertical 53.726 383 .000 16.310 15.71 16.91

Observability has a significant impact on the Adoption of ERP

50.781 383 .000 1.281 1.23 1.33

Social Influence has a significant impact on the Adoption of ERP

63.339 383 .000 1.807 1.75 1.86

Relative Advantage has a significant impact on the Adoption of ERP

49.204 383 .000 1.362 1.31 1.42

Perceived Convenience has a significant impact on the Adoption of ERP

51.934 383 .000 1.237 1.19 1.28

Perceived Usefulness has a significant impact on the Adoption of ERP

51.820 383 .000 1.383 1.33 1.44

Compatibility has a significant impact on the Adoption of ER

53.288 383 .000 1.122 1.08 1.16

Attitude has significant impact on Adoption of ERP

54.127 383 .000 1.479 1.43 1.53

Conclusion

This study contributes towards the Adoption of Enterprise Resource Planning Strategies (ERP) in Thai Industries adopting the Business Resource Technology (BRT) which allows examining the relative influence of reasoning construct on the adoption decisions. The researcher collected the information via the phone interview with companies which has a capital more than 1 million Thai Baht in 2020 to get the information from 384 respondents in Thailand. The first finding of the present study found that 65 percent of the interviewees are male, age between 34-44 years 65

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percent, IT Manager 93 percent and most of them who used ERP are in Manufacturing and Retail & Wholesale 25 percent respectively.

The second finding from the reliability test to determine the reliability of hypotheses found that AVE Value 0.673 which is >0.05 that variance extracted testing is sufficient acceptable. The T- Test found that there was a significant relationship among variables Observability, Social Influence, Relative Advantage, Perceived Convenience, Perceived Usefulness, Compatibility and Attitude. In particular, the findings suggest that the reasons for adoption of Enterprise Resource Planning Strategies (ERP) which came from frequency of strongly agree of factors are Compatibility has most significant to adopt ERP with Thai industry with 90.9 percent, secondly perceived convenience of ERP was 78.1 percent and the lowest is social influence was 27.1 percent. The research consists of distinguished and measurable components.

Limitations and future research

Future research determining the reason for and/or against Enterprise Resource Planning Strategies (ERP) with behavioral reasoning theory (BRT) for Enterprises in Thailand. The further moderating role of demographic factors, experience with technology, personal innovativeness, and perceived risk of Enterprise Resource Planning Strategies (ERP) technology can also be examined and it is believed that they can be a major determinant of future studies.

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Appendix

QUESTIONNAIRE

DOCTORAL RESEARCH QUESTIONNAIRE Dear Sir / Madam,

Greetings

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I introduce myself, Ms Natacha Maswichian doctoral research student from Limkokwing University of Creative Technology, Malaysia. As part of my research study, I am bound to collect data to substantiate the research with evidence. I will be grateful if you can respond to the attached Questionnaire. This research is regarding “ENTERPRISE RESOURCE PLANNING STRATEGIES TO IMPROVE PRODUCTIVITY IN BUSINESS IN THAILAND‖

Demographic Information:

Name

..……….………

Gender

 Male  Female

Age  25 – 34 years  34 – 44 years  45 – 55 years

Occupation  IT Manager  C Level+  None of this Please specific……….

What is your vertical market?

1  Automotive 16 2  Banking 3  Consumer 4  Education

5  Engineering 6  Energy 7  Oil and gas 8  Fashion 12 9  Financial (Finance) 10  Food and beverage 39

11  Government - federal, state, local 12  Healthcare 47

13  Insurance 14  Legal

15  Manufacturing 96 16  Media 17 Online 18 Raw materials 47 19 Real estate

20 Religion

21 Retail whole sale 96

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22  Jewelry 23 Technology

24 Telecommunications

25 Transportation (Travel) 26  Electronics

27 Not-for-profit 28  Cross Industry 31

29  Other please specific ………..

Points to Note:

 Please tick in appropriate column in following pages.

 If you are NOT sure about the question, you may please ask the researcher to clarify and explain



answer the question, kindly indicate the reason in remark portion in last page of this questionnaire

 If you do NOT wish to disclose your name, you are allowed to leave blank in ‗Name‘

column

 This survey is purely for academic purpose and thus confidentiality will be maintained by the researcher.

 To verify the authenticity of this survey you may contact my supervisor Assoc. Prof. Dr.

Valliappan Raju at [email protected]

1. Do you think Observability has a significant impact on the Adoption of ERP for the Thai Industry through Value of Openness of Change for the Thai Industry?

Description Strongly Agree

Agree Neutral Disagree Strongly Disagree 5.1 Do you think the degree of

innovation forces consumers to accept cultural changes (Observability) has a significant impact on the Adoption of ERP for the Thai Industry through Value of Openness of Change for the Thai Industry?

2. Do you think Social Influence has a significant impact on the Adoption of ERP for the Thai Industry through Value of Openness of Change for the Thai Industry?

Description Strongly Agree Neutral Disagree Strongly

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Agree Disagree

6.1 Do you think Social which customers perceived that how important others expect them to use the new ERP technology has a significant impact on the Adoption of ERP for the Thai Industry through Value of Openness of Change for the Thai Industry?

3. Do you think Relative Advantage has a significant impact on the Adoption of ERP for the Thai Industry through Value of Openness of Change for the Thai Industry?

Agree Neutral Disagree Strongly Disagree 7.1 Do you think Relative

Advantage as perceived as requiring changes in consumers‘

routines has a significant impact on the Adoption of ERP for the Thai Industry through Value of Openness of Change for the Thai Industry?

4. Do you think Perceived Convenience has a significant impact on the Adoption of ERP for the Thai Industry through Value of Openness of Change for the Thai Industry?

Agree Neutral Disagree Strongly Disagree 8.1 Do you think Perceived

Convenience such as using ERP anytime anywhere has a significant impact on the Adoption of ERP for the Thai Industry through Value of Openness of Change for the Thai Industry?

5. Do you think Perceived Usefulness has a significant impact on the Adoption of ERP for the Thai Industry through Value of Openness of Change for the Thai Industry?

Description Strongly Agree Neutral Disagree Strongly

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Agree Disagree

9.1 Do you think Perceived Usefulness is perceived ERP as being easy to use has a significant impact on the Adoption of ERP for the Thai Industry through Value of Openness of Change for the Thai Industry?

6. Do you think Compatibility has a significant impact on the Adoption of ERP for the Thai Industry through Value of Openness of Change for the Thai Industry?

Agree Neutral Disagree Strongly Disagree 10.1 Do you think the

Compatibility of value-to-price for ERP has a significant impact on the Adoption of ERP for the Thai Industry through Value of Openness of Change for the Thai Industry?

7. Do you think Attitude has significant impact on Adoption of ERP for the Thai Industry for the Thai Industry?

Agree Neutral Disagree Strongly Disagree 11.1 Do you think the attitude

toward ERP like beliefs and reasons has a significant impact on the Adoption of ERP for the Thai Industry through Value of Openness of Change for the Thai Industry?

Thank you so much