Implementing SAP R/3 (2nd ed.): how to introduce a large system into a large organization
Implementing SAP R/3 (2nd ed.): how to introduce a large system into a large organization
Using a case study to test the role of three key social enablers in ERP implementation
ICIS '00 Proceedings of the twenty first international conference on Information systems
Mission Critical: Realizing the Promise of Enterprise Systems
Mission Critical: Realizing the Promise of Enterprise Systems
The Enterprise Resource Planning Decade: Lessons Learned and Issues for the Future
The Enterprise Resource Planning Decade: Lessons Learned and Issues for the Future
Innovating mindfully with information technology
MIS Quarterly
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There is an abundant literature on IS adoption, aimed at both the individual and organizational levels of analysis. This literature highlights the complexity of the process of IT adoption and implementation and the importance of carrying out relevant and applicable research in this area. The area of ERP adoption has been particularly rich in the last 15 years, as increasing numbers of companies acquired ERP with comparatively low success rates. In this paper, we hypothesise that the high failure rate of ERP implementations is related to the failure to adopt a truly collaborative approach in the ERP project. In order to verify our ideas, we carried out four case studies of firms having implemented ERP, seeking to confirm if there was a relation between the level of collaboration they had achieved and their level of success with the application. Our findings confirm the importance and core value of the People factor in the success of an ERP project --the Best Personnel Factor, as we labeled it, and of all the sub-factors connected to it, upstream and downstream, We conclude that, when these aspects of the collaborative process followed by organizations coherently fall into place, the probability of success with ERP is higher.