Managers' and end‐users' concerns on innovation implementation

Abstract

Purpose The purpose of this paper is to understand whether differences also exist between managers and end‐users regarding critical success factors (CSFs) of enterprise resource planning (ERP) systems implementation in China as well as among the counterparts in US and Chinese companies. Design/methodology/approach A pharmaceutical company in China that implemented an ERP system recently, similar to the one identified in Amoako‐Gyampah's study, is identified for this paper. A field survey accompanied by interview was used to collect data on seven CSFs that have been identified in the literature on technology acceptance and diffusion and that are consistent with Amoako‐Gyampah's study for comparison purposes. Findings The results of this paper confirm the results of Amoako‐Gyampah's study, which demonstrates that significant differences of seven CSFs of the implementation of ERP systems do exist in the perception of managers and end‐users. It further shows that both managers and end‐users of Chinese companies rate all seven factors lower than do their US counterparts. The understanding of these differences reveals the current stage of the progress of ERP implementation in China, namely that ERP implementation is not perceived as positively by Chinese managers and end‐users as it is by their counterparts in the USA Research limitations/implications For researchers, this paper provides a foundation for further investigation of the reasons for such differences among different groups and individuals as well as different cultures. Practical implications Understanding the differences that exist in the perceptions of different groups within an organization and the nature of these differences can help implementers develop appropriate change management mechanisms – such as training, communication, and others – to improve the chances of successful ERP implementation. Originality/value This paper confirms the previous CSFs research findings in a Chinese pharmaceutical company setting that there are significant differences of CSFs in ERP implementation between managers and end‐users. It further compares the differences of these CSFs with their US counterparts.

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