Critical Success Factors in International ERP Implementations: A Case Research Approach

Abstract

This study examines through two longitudinal studies of international ERP implementations the perceptions of the project managers towards twenty-two critical success factors shown to influence the outcome of ERP implementations. The paper first examines the perceptions of the critical success factors at differing stages of project development at each company. Findings include the shift in emphasis during the implementation from top management support, clear goals and objectives together with strong inter-departmental communication, viewed as being critical early in the project lifecycle, to a convergence upon: top management support, project team competence and interdepartmental co-operation in the final stages of the implementation. The study also examines, through the critical success factors, the impacts and issues in implementation related to the use of vendors located in different countries. Findings include: an increased emphasis upon the determination of clear goals and objectives at the project outset, and, importantly, the provision by international vendors of added value in terms of new business practice knowledge and enhanced project team capability.

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