Realigning Top Management's Strategic Change Actions for ERP Implementation: How Specializing on Just Cultural and Environmental Contextual Factors Could Improve Success

Thomas N. Martin · Ziaul Huq

45 citations0/0 files storedJournal of Change Management

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ERP Systems Implementation and Impact Organizational Change and Leadership Organizational Management and Change

Abstract

Abstarct An enterprise resource planning (ERP) system and its implementation represents a substantial organizational change. Top management involvement has been cited as a critical factor in the success, as well as, failure of ERP implementation. To increase ERP implementation success, we propose that top management redesign its ERP implementation work to strategically concentrate on managing employee behavioural change to increase employee acceptance and commitment to the ERP project by specializing its involvement on just two factors – cultural and environmental contextual factors. Three case studies are used to validate this proposition. Eight strategic task, responsibility, and relationship changes to be used by top management to increase ERP implementation success are highlighted in the paper.

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1980Understanding Attitudes and Predicting Social Behavior 1953Field Theory in Social Science 1952Field Theory in Social Science 2009Leadership Without Easy Answers 1994Leadership Without Easy Answers 2001Critical factors for successful implementation of enterprise systems 2000The Enterprise System Experience— From Adoption to Success 2002Enterprise resource planning: A taxonomy of critical factors

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