Critical factors for successful ERP implementation: Exploratory findings from four case studies

  • Authors:

  • Jaideep Motwani;Ram Subramanian;Pradeep Gopalakrishna

  • Affiliations:

  • Seidman School of Business, Grand Valley State University, Department of Management, 401 West Fulton, Grand Rapids, MI 49504, USA;Seidman School of Business, Grand Valley State University, Department of Management, 401 West Fulton, Grand Rapids, MI 49504, USA;Department of Marketing and International Business, Lubin School of Business, Pace University, New York, NY 10038, USA

  • Venue:
  • Computers in Industry - Special issue: Current trends in ERP implementations and utilisation
  • Year:
  • 2005

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Abstract

As more and more organizations move from functional to process-based IT infrastructure, ERP systems are becoming one of today's most widespread IT solutions. However, not all firms have been successful in their ERP implementations. Using a case study methodology grounded in business process change theory, this research tries to understand the factors that lead to the success or failure of ERP projects. The results from our comparative case study of 4 firms that implemented an ERP system suggest that a cautious, evolutionary, bureaucratic implementation process backed with careful change management, network relationships, and cultural readiness have a positive impact on several ERP implementations. Understanding such effects will enable managers to be more proactive and better prepared for ERP implementation. Managerial implications of the findings and future research directions are discussed.