Using a case study to test the role of three key social enablers in ERP implementation
Information & ManagementPublished 30 December 2002
Suprateek Sarker, Allen S. Lee
Citations340
SJR quartileQ1
SJR score2.92
SNIP2.74
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TL;DR
It is found that, while all three enablers may contribute to ERP implementation success, only strong and committed leadership can be empirically established as a necessary condition.
Abstract
The literature indicates that three key social enablers—strong and committed leadership, open and honest communication, and a balanced and empowered implementation team are necessary conditions/precursors for successful enterprise resource planning (ERP) implementation. In a longitudinal positivist case study, we find that, while all three enablers may contribute to ERP implementation success, only strong and committed leadership can be empirically established as a necessary condition. This presents a challenge to future ERP researchers for resolving apparent contradictions between the existing literature and the results of our analysis. One possible direction for future research would be to undertake an interpretive re-examination of the rationalisitic assumptions that underlie much of the existing literature on ERP systems implementation.
Keywords
Social SciencesDecision SciencesBusiness, Management and Accounting
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