Abstract. Enterprise resource planning (ERP) systems are characterized by specific features such as the scope of the ERP modules, interdependent relationships, single database and standard management and processing rules, all of which are capable of causing various degrees of change within the company and, potentially, encourage a more cross‐functional overview of it. This paper develops a theoretical distinction between cross‐functional integration and cross‐functionality as it raises people's awareness of the transverse and coupled nature of work process across different organizational units. It aims to test and discuss the impact of ERP implementation strategy (organizational vision, process re‐engineering, the scope of the ERP modules implemented and speed) on cross‐functionality. The methodology is basically based on a survey of 100 French companies, of which the results are further discussed in five case studies. The results show that all previously mentioned factors play significant roles. These roles should be addressed in future research.
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